The Decision Of The Fourteenth Amendment On The Color Of...

having children attend school based on the color of their skin was unconstitutional and it damaged children, especially African American children. The Court concluded that it was in violation of the Fourteenth Amendment to keep individuals separate based on the color of their skin. The decision in Brown was one of extreme importance and significance that could have represented a new start in the Supreme Court regarding civil rights cases. However, that was not the case, after Brown II the Supreme Court refused to hear a case that was on appeal: Naim v. Naim, Mr. Naim and Mrs. Naim one were white and the other was Chinese. The two individuals were residents of Virginia, where it was illegal for a white person to marry a person who was not white. The couple traveled to North Carolina to get married. After a while Mrs. Naim decided that the marriage wasn’t going to work so she sued her husband for an annulment claiming that their marriage was not valid because of the law in Virgi nia. Mr. Naim appealed to the Supreme Court and as the court was breaking down the segregation system they chose not to hear the case. â€Å"Naim v. Naim was an embarrassment only because it was out of the question, in 1955, that the Court upheld the constitutionality of a law prohibiting interracial marriage yet the constitutional object† . This again emphasizes the weight and importance of the framing of the Fourteenth Amendment. The framers chose the option that meant the Constitution could beShow MoreRelated Hate Crimes and The Mitchell v. Wisconsin Decision Essay example5764 Words   |  24 PagesHate Crimes and The Mitchell v. Wisconsin Decision The American Heritage Dictionary defines hate as intense dislike or animosity. However, defining hate as the basis for a crime is not as easy without possibly jeopardizing constitutional rights in the process. Hate crime laws generally add enhanced punishments to existing statues. A hate crime law seeks to treat a crime, if it can be demonstrated that the offense was a hate crime differently from the way it would be treated under ordinary criminal

Norfolk General Hospital Free Essays

I enjoy playing soccer and have played Beach FCC for the past seven years. I live In the Foxfire subdivision with my mom, dad, sister, and my brother. Living In Valhalla Beach provides me with many opportunities Including great schools, beaches, and professional level playing fields. We will write a custom essay sample on Norfolk General Hospital or any similar topic only for you Order Now I am 5’9 and weigh 160 pounds and have dirty blonde hair and green eyes.. I am a sophomore at Keller High School. Like many first Impressions, and perhaps contrary to Individual perception, the life of being a high school student Is not all about studying, attending class and socializing with peers. As you look at my public persona, you will notice that most of my pictures depict my family. I am very close to my family and my yellow lab Jake. Jake also represents loyalty. I do my best to be accountable and remain loyal to my friends. My buddies view me as a class clown, because I enjoy having fun. Most of the time you find me playing soccer or hitting jumps at the motocross track. I lead a very active lifestyle involving golfing, basketball, and going to the beach. When I am not enjoying the outdoors playing sports, my parents keep me very busy mowing the lawn and completing various chores. When I’m inside I play several online shooter games. My private persona shows more of my spiritual and intelligent side. My dream Is to someday become a doctor. The rock climber picture illustrates my determination o reach and achieve my goals. I am driven by challenges represented by the crossword puzzle. I feel strongly that by having a relationship with Jesus all things in life are possible. I view myself as a hard worker and somewhat of a perfectionist. The no cavities picture illustrates my personal sense of pride about my appearance. I enjoy listening to Ill Wayne and his lyrics â€Å"Life is a beach I’m Just playing in the sand† personifies much of my demeanor. I want to enjoy life to its fullest each and everyday goddaughter live in the Foxfire subdivision with my mom, dad, sister, and my brother. Living in Virginia Beach provides me with many opportunities including great schools, Like many first impressions, and perhaps contrary to individual perception, the life of being a high school student is not all about studying, attending class and socializing playing soccer or hitting Jumps at the motocross track. I lead a very active lifestyle My private persona shows more of my spiritual and intelligent side. My dream is How to cite Norfolk General Hospital, Papers

The Role of expatriation in MNC International Assignments Essay Example

The Role of expatriation in MNC International Assignments Paper This assignment examines the role of expatriate staff in the success of a multinational corporation (MNC) reviewing literature on international human resource management, knowledge transfer, the benefits of employing expatriates for international assignments and cross cultural training. The literature stipulates that having experienced international staff is a principle source of competitive advantage for a multinational corporation (MNC) (Hamill, 1989; Harris and Moran, 1996; Bender and Fish, 2000; Luthans and Farner, 2002; OKeefe, 2002; Paik et al, 2002; Vance and Paik, 2002; Harvey and Novicevic, 2005; Shen, 2005; Shih et al., 2005). Increasing globalisation and internationalisation has meant that international assignments are no longer reserved for a small number of top flight executives (Bonache, 2005), so companies can now recruit a wider range of individuals to expatriate and develop into internationally aware talent. Some researchers (Webbe and Wright, 1996; Yarvas and Badur, 1999; Stanek, 2000; Downes et al., 2002; Suutari, 2003) have recognised that individuals are more likely to accept further international assignments if their first was successful, so it is in the best interest of companies to expatriate their staff effectively. This assignment is a broad review of the literature. It will explore the reasons behind the employment of expatriates in MNCs, and will provide an overview of the processes which MNCs should adopt in order to successfully manage their international staff. An MNC is a firm that owns business operations in more than one country (Hill, 2005). In terms of their international workforce, there are three types of employee; the Host Country National (HCN), local managers employed by the MNC, Parent Country Nationals (PCN), those who live, and work in a subsidiary of the MNC away from their home country and are citizens of the country where the MNC is based, and Third Country Nationals (TNC) who are employed by a MNC but are citizens of a country other than the one in which the MNC is headquartered or the country in which they are assigned to work. (Hodgetts and Luthans, 2003) We will write a custom essay sample on The Role of expatriation in MNC International Assignments specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Role of expatriation in MNC International Assignments specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Role of expatriation in MNC International Assignments specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The literature identifies three main reasons for why MNCs send out expatriates: position filling, transferring technical skills and knowledge; management development, giving international experience to national managers; and organisation development maintaining the structure and decision processes of the parent company (Hamill, 1989; Harzing, 2001; Baruch et al., 2002; Morgan et al., 2004). MNCs should recognise that selection and subsequent management of expatriates will differ, depending on the reasons behind the expatriation. Perhaps the most persuasive argument as to why expatriates are needed in MNCs is due to knowledge transfer (Bender and Fish, 2000; Harvey and Novicevic, 2001; OKeefe, 2002; Fish 2004; Crocitto et al., 2005; Shih et al., 2005). Colgate-Palmolive, have harnessed their expatriates knowledge into a massive database which can be accessed by other managers throughout the company (Anon, 2003). As some researchers have recognised, if companies can effectively harness the knowledge which their expatriates have acquired during their international assignments, they can attempt to establish an international learning organisation, which would be a valuable source of competitive advantage (Bender and Fish, 2000; Harvey and Novicevic, 2001; OKeeffe, 2002). The benefits of expatriates are numerous. The expatriate will gain a holistic overview of the company at an international level which will enhance business awareness, planning and motivating techniques (Webbe and Wright, 1996; Stanek, 2000), ensuring the development of a pool of specialist employees who are more internationally business aware and culture savvy. Despite the obvious benefits of employing expatriates, the drawbacks are equally as numerous. The failure rate for expatriate assignments is staggering, and the direct costs arising from this failure are estimated to be as high as $1,000,000 per unsuccessful expatriation (Luthans and Farner, 2002). The hidden costs including a loss of business and reputation, and a negative effect on local morale (Hamill, 1989; Yavas and Badur, 1999) are equally high. The reasons for failed expatriate assignments can stem from a poor selection of candidates, a lack of cross cultural training, poorly designed compensation packages, inability to adapt to the new local environment, and a lack of preparation for repatriation (Hamill 1989; Darby, 1995; Crocitto et al., 2005). Such problems can have a massive impact on the individual, including a loss of self esteem, feelings of failure, and an inability to properly readjust to life back in the domestic country (Yavas and Badur, 1999; Banoche 2005). OKeeffe (2002) suggests that such difficulties can lead to depression, alcoholism and extra marital affairs. Nevertheless, the alternatives of sending out expatriates are very few. One suggestion is that of virtual expatriation, whereby the individual remains at their home base, but confers with the overseas office by means of videoconferencing, taking short term trips to the subsidiary if necessary. This cuts costs and the burden of coping with new cultures and family concerns, but still enhances the communication and business skills of the individual as he works closely with the foreigners in the subsidiary (Stanek, 2000). However employees choose to take international assignments for reasons including a chance for personal career development and for the adventure that these experiences can provide, and by using this technique, these may be diminished. Despite the problems and costs that arise from failed international assignments research empirically shows that companies do little to assist their expatriates. This is perplexing as the development of a pool of experienced international managers and staff is in a firms best interest, considering the benefits and competitive edge over their competitors that this would give them (Selmer, 1999; Shen, 2005). There is a superfluous of literature available on how MNCs can successfully manage their expatriates. This needs to include the selection of the right individuals to be expatriated, how to prepare these staff for their experience including any family or organisational concerns they may have, preparing an effective compensation package, and repatriation. The selection of staff to go an overseas assignment is difficult, and if the right candidate if not chosen the chances of the assignment being successful are slim. MNCs need to recognise that individuals need to have skills and abilities over and above those that are required at a national level (Hamill, 1989; Rodrigues, 1997; Yavas and Badur, 1999), and should understand that due to differences in culture across the world, as Darby (1995) illustrates, although someone is an excellent manager in the UK, they may not be elsewhere in the world. Harvey and Novicevic (2001) recognise that individuals with the right competencies can support and promote knowledge transfer throughout the organisation, and will be more able to appreciate, and take advantage of, trends at a regional, national and international level, based on the skills developed and acquired overseas. In her research, Suutari (2003) identified motivators that affect the likelihood of an individual accepting an international assignment. These include a personal interest in expatriation, for the experience this offers, and to further their own careers, however the acceptance of an offer can depend on factors such as age, and marital status. The literature acknowledges many attributes and competencies that expatriates should have, and there is little controversy in the research as to what these are (Yavas and Bardur, 1999; Baruch et al, 2002; Fish, 2004; Holopainen and Bjorkman, 2005). Having undertaken an extensive review of the literature, Jordan and Cartwright (1998) identified that the most prominent of these are four key competencies, relational ability, cultural sensitivity, linguistic skills and the ability to handle stress; and three main attributes, low neuroticism, moderate extroversion and a high openness to experience. Research also suggests, however not significantly so, that individuals with high emotional intelligence, the ability to understand and control ones own emotions, be socially aware, build strong relationships and communicate well with others (Goleman et al. 2001), will be able to prosper and adjust well during an international assignment (Gabel et al.,2005; Tan et al., 2005). If MNCs can factor these components into their selection process for expatriation, they will be more likely to ensure the success of the assignment. It is important to note however, that as well as having the right person in place, there are a number of organisational determinants that can affect the success of an international assignment. Morgan et al. (2004) suggest that the type of work that the expatriate will be undertaking can have a substantial impact on their success. Individuals working in the upstream functions of Porters value chain, such as logistics and production will have less difficulty in adjusting to their new environment than those working in downstream functions, such as marketing or sales. This is due to the fact that individuals working in these latter functions will have more personal contact and integration with HCNs, and so will be more aware of the cultural differences. The systems that a company has in place can impact the outcome of an international assignment. If the systems used in the subsidiary are different to those in the home country, the expatriate will have to overcome this as well as coping with adjusting to external cultural differences (Morgan et al., 2004) Research has found that companies can affect expatriate success by remaining in communication with their international employees (Yavas and Badur, 1999; Harzing and Christensen, 2004; Bonache, 2005). This would calm any fears of isolation and ambiguity, which can lead to the failure of an assignment. Additionally, Wright and Baker (1996) suggest that companies should allow their expatriates some time to settle in to their new environment and become accustomed to their new environment before assuming their full job responsibilities. Once a MNC has established what operational factors can be altered to facilitate the success of the international assignment, the company needs to establish any family related factors that could affect the assignment. Approximately 60 percent of international assignments fail due to family problems (Ruhsing and Kleiner, 2003) which could be due to difficulties of the partner or spouse adapting to the local environment, and often, they have more trouble adjusting than the expatriate themselves (Fish and Wood, 1997; Suutari and Burch, 2001). This is due to the fact that they are mainly left to cope on their own without the support of the MNC however the company can take steps to resolve this. MNCs need to be aware of the growing number of dual career couples in the workplace. According to the research, very few firms have made an effort to support such families, and if companies fail to address these problems, then they will suffer from both a lack of suitable individuals accepting overseas assignments, consequently limiting their pool of international talent (Selmer, 1999; Yavas and Bodur, 1999b; Riusala and Suutari, 2000; Moore, 2002) To limit the extent of these problems, research suggests (Fish and Wood, 1997; Simeon and Fujiu, 2000; Rusing and Kleiner, 2003) that companies should endeavour to create a network of expatriate families before departure, to reduce the feelings of isolation that can go hand in hand with moving to a new country, away from family and friends. Many spouses leave careers, so some companies have began to provide career advice, and have even considered employing spouses at the subsidiary (Fish and Wood, 1997; Riusala and Suutari, 2000; Glanz and van der Sluis, 2001; Baruch et al 2002). The children of expatriates are another concern. There is little research on this area, however Rhushing and Kleiner (2003) suggest that these children should be given cross cultural and language training, and the MNC should make an effort to find out about child care or the schooling in the destination country, and if necessary, contribute towards fees or costs. Hurn (1999) recognises that ideally where children are involved, companies should coincide the dates of the assignment with school terms, to limit disruption. Expatriate families will also have concerns about housing, both at the destination, and regarding what should be done with their family home. Pets are another concern, however Rushing and Kleiner (2003) suggest that companies should take advantage of professional specialist services that can assist with the practical side of the move. The firm also needs to consider soft factors, principally cross cultural training, to facilitate the move. Research proves that any type of cross cultural training facilitates expatriate adjustment, as it enables individuals to better understand, and integrate themselves with foreign cultures (Treven, 2003; Jassawalla et al, 2004; Waxin and Panaccio, 2005). Luthans and Farner (2003) suggest that this training should be a mixture of both social norms, and business culture to be most effective. Historically, pre-departure training has been generic however some research found strong evidence to suggest that such training can be improved by including the opinions of HCNs (Vance and Paik, 2002). Some of the literature suggests that firms should undertake post departure training, yet Shih et al. (2005), in their study of the management of expatriates in five large MNCs found that this didnt occur at all. There is a distinct lack of congruence between management practices and the advice in the literature on training and development (Shen, 2005; Lewis, 1996). This is again paradoxical, as it would be in the best interests of the company to provide such training, not only to limit the costs of a failed expatriation, but as the world is becoming more globalised and interdependent, it is likely that the company will have increasingly more customers, suppliers, and other employees from different cultures. Hence, MNCs need to ensure that they have some type of cross cultural training in place. Perhaps the example set by the Finnish MNCs, whom have a proportionately higher number of successful expatriates than other countries, can be followed (Suutari and Brewster, 2001). One reason why they are so successful is that they have a longer period between the selection of expatriates, and sending them abroad, allowing more time for support and training, showing how important this training is. Once the expatriate is on their assignment, there is a wealth of research to suggest that assigning the expatriate an international mentor can help alleviate any feelings of isolation, and provide support (Downes et al., 2002; Harzing and Christensen, 2004; Crocitto et al., 2005). Crocitto et al. (2005) suggest that the expatriate should have a network of experienced mentors, so that they can obtain social support, or business advice from a number of different sources. This really is a method of knowledge sharing, and so can be of mutual benefit for the organisation and the individual. This will only be possible however, if the firm has had some considerable experience on the global arena. A final factor that MNCs need to consider when preparing to expatriate an employee is the compensation and reward package that they provide. Researchers recognise that reward packages that attract, retain and motivate outstanding employees going on international assignments are essential in achieving organisational goals (Phillips and Fox, 2003; Simms and Schraeder, 2005). However Banoche (2005) has found that many expatriates are unsatisfied with their compensation packages (Banoche, 2005). The most common approach is the balance sheet approach, whereby the expatriate keeps their home salary but is given extra compensation to cover such costs as living allowances and long and short term performance incentives. Some companies even provide support for spouses or partners (Phillips and Fox, 2003; Sims and Schraeder, 2005; Banoche, 2005; Baruch et al 2002). There are many criticisms of this approach. As Phillips and Fox (2003) remark, it can be costly if the expatriate assignment runs for a long time, and it can create friction between expatriates and local workers doing the same job but for lower pay. To cut down on the expense of expatriates, Selmer (1999) identifies that increasingly, firms are reducing expatriate compensation packages or cutting extra compensation all together, reasoning that international experience is essential for career advancement, and is a necessity in todays globalising environment. However, expatriates are not likely to function properly if they cannot see a clear link between performance and reward, not only in regards to their financial compensation, but their future career progression (Harzing and Christensen 2004). Shih et al., (2005) remark that this may be a sign that MNCs themselves are unsure as to how to harness and develop their management talent, especially on repatriation. This is the final step in expatriation, and should be an integral process, thus needs to be managed effectively for the assignment to be a success. Repatriation is often overlooked (Paik et al., 2002), and research has found that people are significantly less satisfied by their repatriation, than expatriation (Morgan et al., 2004). Some companies, including Unilever and GlaxoSmithKline have sought outside advice to help this transition (Hurn, 1999). Companies need to realise that problems at this stage can seriously diminish the psychological contract that employees have with the firm, resulting in low morale, and high turnover (Fish, 2004). If this occurs, then the knowledge and expertise that the expatriate has gained from going overseas may be lost to a rival firm (Anon, 2003; Crocitto et al., 2005; Shih et al., 2005) Typical repatriation problems include feelings that the international assignment is not of as much value as expected to the company and financial difficulties, due to readjusting back to the basic reward package (Selmer, 1999). Change is another massive problem. Depending on the duration of the assignment, the likelihood will be that both the employee and the company will have changed considerably. This organisational change not only relates to systems and technology, but the turnover of colleagues and support networks (Paik et al., 2002; Baruch et al., 2002). To facilitate repatriation, MNCs should keep channels of communication open to provide support to the employee, continuing after the assignment has finished. Hurn (1999) suggests that firms should debrief the employee, identifying areas of skill development and deficiency, and actively search for roles that will now utilise and develop these skills further, showing commitment to the employee and enforcing the psychological contract. He remarks that repatriation should not be seen as a separate phase, but a holistic career step, and an intrinsic component to the expatriation process (Hurn, 1999). To summarise, firms can reduce the expense of failed international assignments by ensuring that they follow the necessary steps to select, expatriate, train and develop, and repatriate their staff. As discussed, the benefits to both the firm, and the individuals involved are substantial, and by following this process, firms can establish and nurture these international experiences into a source of key competitive advantage.

Free Essays on Guy Harver

â€Å"CHUMS† The art gallery where I found this painting is located in d’Iberville Mississippi. It is named the Smart Art gallery. It is very easy to find coming from I-110 N. Once you exit the interstate, take the right until you come to the first light. Then turn left onto Central Ave. The Gallery is located in the second shopping center on the right. I visited this gallery after finding the George E. Ohr museum was in between its â€Å"Riverwalk† and â€Å"Red, White and Blues† display, and the only featured artist that I seemed to have like was George Ohr. So, that is when I found this pleasant picture of these â€Å"CHUMS† at this d’Iberville gallery. The Artist of this painting is Guy Harvey, who is much more than just an artist. He is a scientist, diver, angler, adventurer, and family man. Inspire at an early age by the sea around him, Guy Harvey enjoyed many hours fishing and diving from his father’s canoe in his native Caribbean home of Jamaica. From his early inspirations, Guy’s natural gift to recreate marine life has propelled him from a Professor of Marine Biology to a full time marine wildlife artist. His constant curiosity about the sea and its occupants keep Guy busily experimenting with new ways to recreate his subject. Guy Travels the world in search of new inspiration, his dedication to his career is extraordinary. However, his family is the first and foremost consideration in juggling increased demand on his time. As a result, there is a new generation of Harverys demonstrating the same love and concern of the sea that was ingrained in their father years ago. Guy’s studio is in Kingston, Jamaica where he lives with his wife, Gillian, and their two children, Jessica and Alexander. I chose the â€Å"CHUMS† picture because I like to fish for and eat red fish and specks. Guy Harvey displayed these two fish and the one crab in their environment, and the detail of the fish caught... Free Essays on Guy Harver Free Essays on Guy Harver â€Å"CHUMS† The art gallery where I found this painting is located in d’Iberville Mississippi. It is named the Smart Art gallery. It is very easy to find coming from I-110 N. Once you exit the interstate, take the right until you come to the first light. Then turn left onto Central Ave. The Gallery is located in the second shopping center on the right. I visited this gallery after finding the George E. Ohr museum was in between its â€Å"Riverwalk† and â€Å"Red, White and Blues† display, and the only featured artist that I seemed to have like was George Ohr. So, that is when I found this pleasant picture of these â€Å"CHUMS† at this d’Iberville gallery. The Artist of this painting is Guy Harvey, who is much more than just an artist. He is a scientist, diver, angler, adventurer, and family man. Inspire at an early age by the sea around him, Guy Harvey enjoyed many hours fishing and diving from his father’s canoe in his native Caribbean home of Jamaica. From his early inspirations, Guy’s natural gift to recreate marine life has propelled him from a Professor of Marine Biology to a full time marine wildlife artist. His constant curiosity about the sea and its occupants keep Guy busily experimenting with new ways to recreate his subject. Guy Travels the world in search of new inspiration, his dedication to his career is extraordinary. However, his family is the first and foremost consideration in juggling increased demand on his time. As a result, there is a new generation of Harverys demonstrating the same love and concern of the sea that was ingrained in their father years ago. Guy’s studio is in Kingston, Jamaica where he lives with his wife, Gillian, and their two children, Jessica and Alexander. I chose the â€Å"CHUMS† picture because I like to fish for and eat red fish and specks. Guy Harvey displayed these two fish and the one crab in their environment, and the detail of the fish caught...

Pa Element or Protactinium Facts

Pa Element or Protactinium Facts Protactinium is a radioactive element predicted to exist in 1871 by Mendeleev, although it was not discovered until 1917 or isolated until 1934. The element has atomic number 91 and element symbol Pa. Like most elements on the periodic table, protactinium is a silver-colored metal. However, the metal is dangerous to handle because it and its compounds are both toxic and radioactive. Here are useful and interesting Pa element facts: Name: Protactinium (previously brevium and then protoactinium, but the IUPAC shortened the name to protactinium in 1949 to make the element name easier to pronounce) Atomic Number: 91 Symbol: Pa Atomic Weight: 231.03588 Discovery: Fajans Gohring 1913; Fredrich Soddy, John Cranston, Otto Hahn, Lise Meitner 1917 (England/France). Dmitri Mendeleev predicted the existed of an element between thorium and uranium on the periodic table. However, the actinide group was not known at that time. William Crookes isolated protactinium from uranium in 1900, but he was unable to characterize it, so does not get credit for discovery. Protactinium was not isolated as a pure element until 1934 by  Aristid von Grosse. Electron Configuration: [Rn] 7s2 5f2 6d1 Word Origin: Greek protos, meaning first. Fajans and Gohring in 1913 named the element brevium, because the isotope they discovered, Pa-234, was short-lived. When Pa-231 was identified by Hahn and Meitner in 1918, the name protoactinium was adopted because this name was considered to be more consistent with the characteristics of the most abundant isotope (protactinium forms actinium when it radioactively decays). In 1949, the name protoactinium was shortened to protactinium. Isotopes: Protactinium has 13 isotopes. The most common isotope is Pa-231, which has a half-life of 32,500 years. The first isotope to be discovered was Pa-234, which was also called UX2. Pa-234 is a short-lived member of the naturally occurring U-238 decay series. The longer-lived isotope, Pa-231, was identified by Hahn and Meitner in 1918. Properties: The atomic weight of protactinium is 231.0359, its melting point is 1600 °C, specific gravity has been calculated to be 15.37, with a valence of 4 or 5. Protactinium has a bright metallic luster which is retained for a while in air. The element is superconductive below 1.4K. Several protactinium compounds are known, some of which are colored. Protactinium is an alpha emitter (5.0 MeV) and is a radiological hazard which requires special handling. Protactinium is one of the rarest and most expensive naturally occurring elements. Sources:  The element occurs in pitchblende to the extent of about 1 part Pa-231 to 10 million parts ore. In general, Pa only occurs at a concentration of a few parts per trillion in the Earths crust. While originally isolated from uranium ores, today protactinium is made as a fission intermediate in thorium high-temperature nuclear reactors. Other Interesting Protactinium Facts In solution, the 5 oxidation state quickly combines with hydroxide ions to form (radioactive) hydroxy-oxide solids that stick to the surface of the container.Protactinium has no stable isotopes.Handling of protactinium is similar to that of plutonium, due to its potent radioactivity.Even if it was not radioactive, protactinium would present a health risk because the element is also a toxic metal.The largest amount of protactinium obtained to date was 125 grams, which the Great Britain Atomic Energy Authority extracted from 60 tons of nuclear waste.Although protactinium has few uses aside from research purposes, it may be combined with the isotope thorium-230 to date marine sediments.The estimated cost of one gram of protactinium is about $280. Element Classification: Radioactive Rare Earth (Actinide) Density (g/cc): 15.37 Melting Point (K): 2113 Boiling Point (K): 4300 Appearance: silvery-white, radioactive metal Atomic Radius (pm): 161 Atomic Volume (cc/mol): 15.0 Ionic Radius: 89 (5e) 113 (3e) Specific Heat (20 °C J/g mol): 0.121 Fusion Heat (kJ/mol): 16.7 Evaporation Heat (kJ/mol): 481.2 Pauling Negativity Number: 1.5 Oxidation States: 5, 4 Lattice Structure: Tetragonal Lattice Constant (Ã…): 3.920 Sources Emsley, John (2011).  Natures building blocks: An A-Z Guide to the Elements. Oxford University Press. ISBN 978-0-19-960563-7.Greenwood, Norman N.; Earnshaw, Alan (1997).  Chemistry of the Elements  (2nd ed.). Butterworth-Heinemann. ISBN 978-0-08-037941-8.Hammond, C. R. (2004). The Elements, in  Handbook of Chemistry and Physics  (81st ed.). CRC press. ISBN 978-0-8493-0485-9.Weast, Robert (1984).  CRC, Handbook of Chemistry and Physics. Boca Raton, Florida: Chemical Rubber Company Publishing. ISBN 0-8493-0464-4. Return to the Periodic Table

I don't have a topic, but I have the prompt. You can think out a topic Essay - 1

I don't have a topic, but I have the prompt. You can think out a topic from the prompt - Essay Example Certainly, Negro movement was a result of the many critical events surrounding the African American experiences in U.S, including the slavery period, the Great exodus of Africans from the south in the Harlem Renaissance era and the later influences of the World War I African American soldiers To help advance their goals, African Americans arriving in the north created or joined new social organization. For instance, the benevolent societies and black churches established in the north which offered support to new arrivals. In Chicago, Phyllis Wheately Home offered young women a safer stay while searching for job opportunities. The Chicago branch of national urban League which was established in 1916 offered similar help to all new comers from the south. Additionally, long established churches of Chicago eased the movement from the rural south to the urban north. For instance, Quinn Chapel African Methodist Episcopal Church, the oldest in Chicago, grew its membership significantly as it received new black people from the south. Another church that notably supported the black transition is the Olivet Baptist church whose members are reported as meeting the new arrivals at the railway station carry their belongings and help them settle in their new homes. The above mentions organizations served primarily in helping new arrivals settle in the north (Pg 497-498). Their arrival was not without its share of challenges both from the already established blacks and the whites. These problems ranged from struggles for resources due to the ever bulging population and even differences in lifestyle. For example, the new arrivals from the south were not readily accepted in the unions, particularly those affiliated to the American federation of labor. However, the most serious tension was that experienced between the whites and blacks, particularly on the housing issue. Here, the Chicago south population is said to have tripped, between 1910 and

Whether Red Bull Should Invest In The Formula 1 Racing Championship Essay

Whether Red Bull Should Invest In The Formula 1 Racing Championship Next Year Or Not - Essay Example s a good decision on part of the company to start up with this heavy investment marketing activity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Finding 2 11 4.2 Objective 2: Analyze and compare the past results of the Formula 1 championship over the last six years and identify the success position of Red Bull Racing during this time span†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..11 Finding 3 18 4.3 Objective 3: Find out whether the Formula 1 championship has created an impact on the brand’s image and did it help increase the energy drink’s sale†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Finding 4 †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.19 4.4 Objective 4: Recommend whether the company should invest in the Formula 1 racing championship next year i.e. 2011†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦19 5. Conclusion and Recommendations †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.20 5.1 Conclusion 20 5.2 Recommendations 22 References 24 Introduction Red Bull was founded in 1984 by Dietrich Mateschitz. He fine-tuned the formula of a tonic drink and developed a unique marketing concept for the drink. In 1987 Red Bull energy drink hit the market for the first time and started selling on the Austrian market. Red Bull entered its first foreign market Singapore in 1989 and then Hungary in 1992. United Kingdom followed in 1995 and in 1997 United States. Since then, over 30 billion cans of this popular energy drink have been consumed, highest consumption being in 2010. Red Bull is currently being served in more than 160 countries with annual sales of approximately 4 billion cans (Red Bull Company,...Red Bull entered its first foreign market Singapore in 1989 and then Hungary in 1992. United Kingdom followed in 1995 and in 1997 United States. Since then, over 30 billion cans of this popular energy drink have been consumed, highest consumption being in 2010. Red Bull is currently being served in more than 160 countries with annual sales of approximately 4 billion cans (Red Bull Company, 2011) Red Bull is not just an energy drink, it’s a brand. Red Bull has become a renown brand and has well-managed to create its strong brand image worldwide. Red Bull energy drink is associated with adventure and targets the consumers who have a taste and longing for thrill and extra-ordinary excitement levels. Its target market is basically the group of people with fun active lifestyle. Red Bull has a blend of certain high-quality ingredients that vitalizes body and mind. These ingredients together improve stamina, alertness, concentration, speed of reaction and also stimulates metabolism (Red Bull Company, 2011) Red Bull has always believed in heavy brand investment. As its marketing strategy, Red Bull avoided usual methods of marketing and relied heavily on buzz marketing or word of mouth. Other than the buzz marketing Red Bull has developed an international campaign of sponsoring events. These events mainly comprise of sports events like mountain biking, surfing, snowboarding, rallies, Formula 1 racing, etc.