Ammendments to the bill of rights of the US Constitution Essay

Ammendments to the bill of rights of the US Constitution - Essay Example Bill of Rights is the synonym of freedom to American citizens. The rights and freedoms that are covered under the Bill of Rights involve, Freedom of Speech, Freedom of the Press, Freedom of Assembly, Freedom to keep and Bear Arms, Freedom of Religion and Protection for that Accused of Crimes. Other crucial rights covered by Bill of Rights include Freedom to petition as well as the rights to save themselves from unreasonable search, seizure and cruel and unusual punishment. Citizens of United States are also entitled to the rights against compelled self-incrimination. The Bill of Rights limits the powers of the federal government in United States. These restrictions on the rights of the government boost up the rights of the citizens, visitors, and other temporary residents in the nation. Bill of Rights guarantees several crucial enumerated rights to the citizens. These amendments also control the government from making any new laws that respect the establishment of religion. These ame ndments also ensure that the government does not seize anybody’s life, property or freedom unless it happens by the processes of the law. Bill of Rights ensure that the Congress do not make any citizen deprive of his life and liberty. In the matter of criminal cases only the indictment by grand jury can deal a capital (infamous) crime. These special freedom rights ensure a speedy public trial on these cases using a local or impartial jury. These rights also ensure there never occurs a double jeopardy. The Fifth Amendment upholds the rights of people in this case. Majority of the Bill of Rights were applied to the nation by a sequence of decisions that include the due process clause of the Fourteenth Amendment. These were included after the American Civil War. The Bill of Rights is a fundamental symbol of the freedom, liberty, independence and choice of the nation. Bill of Rights was first prepared in 1789 by James Madison and was drafted during a period when there happened nu merous ideological misunderstandings between Federalists and anti-Federalists. These ideological conflicts had started since the 1787 Philadelphia Convention. These conflicts and the associated problems questioned the Constitution's ratification. The Bill of Rights is closely associated with the 1689 English Bill of Rights, George Mason's 1776 Virginia Declaration of Rights, English political documents like Magna Carta (1215) and the other important documents that were associated with the natural rights. The Bill of Rights answered all questions related to the freedom of citizens and was a big challenge to the celebrated founding fathers who completely forgot to include the basic principles of human liberty in the constitution. The Bill of Rights is too important for American citizens, American law and the government. You can find a copy of the Bill of Rights available for public display in the National Archives in Washington, D.C.. There are fourteen original copies of the Bill of Rights. December 15 is considered as the ‘Bill of Rights Day’ as per the declaration of the Former President Franklin D. Roosevelt. The Bill of Rights ensures any abuse of power from the part of the government. Citizens enjoy various types of freedom through the Bill of Right

Effectiveness and Impact of Virtual Teams Essay Example for Free

Effectiveness and Impact of Virtual Teams Essay Technology is consistently evolving and impacting many organizations worldwide. It has changed many aspects in the workplace, including work styles, communication, and teamwork. Communication has been transformed into the ways of the virtual world, directly affecting group dynamics. Organizations often form teams of employees to serve a variety of purposes and reach goals in a more effective manner than independent work. Teams used to work strictly through face-to-face interactions, but with growing technology, virtual teams have been created and are used fairly often. â€Å"A virtual team is any team whose member interactions are mediated by time, distance, and technology. The core feature is not the technology, but that the team works together on a task while physically separated. Group members can communicate through e-mail, voice mail, video conferencing, electronic bulletin boards, and intranets.† (Levi, 2007, p. 258) Many research studies have been done to assess the effectiveness of virtual teams, examining the positive and negative aspects. This literature review is aimed to analyze several articles where researchers have explored many components of virtual teams and their impact. Vroman and Kovacich (2002) wrote an article that analyzed â€Å"the interactions of a virtual interdisciplinary team.† They explain computer-mediated communication (CMC) to be the basis of virtual teams, which they then compare to face-to-face teams. They examined the Interdisciplinary Training for Health Care for Rural Areas (ITHCRA) project, which is a team comprised of many different types of health professionals (e.g. clinical psychologist, nurse practitioner, nutritionist, etc.) The team’s ultimate goal was to develop an interdisciplinary health care curriculum, solely using CMC. ITHCRA functioned the same as any other team working together would, and faced the same challenges and developmental processes (forming, storming, norming, performing, and transforming). They additionally had to learn the ways of the new communication technology, which was an obstacle for many of the group members. The developmental process of the virtual team was similar to that of a face-to-face team, however, a number of differences were found. The forming phase was very  typical for team development. Team building and norm development took precedent of the project tasks initially. They had met face-to-face once, and after looking at their communication after this occurred, it was obvious they had formed social relationships and were more committed. This raised the question: what would have happened if the face-to-face meeting did not take place? It may have been more effective to have two groups in this study so comparisons could be made (e.g. one group solely virtual, the other group allowed 1-3 face-to-face meetings). It is hard to determine whether certain aspects of team development would have taken place without the opportunity to see their team members in a more personal way. Storming took place as well, which is when teams face certain conflicts. There were no apparent differences for this development in the virtual team. Norming, performing, and transforming phases of development all contributed to the team’s success and helped them complete their tasks and reach their goals. Vroman and Kovacich (2002) provided a good analysis of ITHCRA and the ways in which it was successful and where the members were challenged. They portrayed virtual teams as being more convenient, effective, and less time consuming when completing tasks. However, it allows for less personal contact and can be more difficult for some to communicate and fulfill the expectations of the group project. It may have been more effective to have ITHCRA communicate solely through CMC and compare them to a team with the same tasks and goals, but who communicated through a combination of CMC and face-to-face meetings. More valid results would be accessible to draw more accurate conclusions. It was interesting to use a interdisciplinary team, however, it may have acted as another variable besides CMC, which would then alter the results. Kirkman, Rosen, Tesluk, and Gibson (2004) conducted a research study on the impact of team empowerment on virtual team performance. â€Å"Team empowerment is defined as increased task motivation that is due to team members’ collective, positive assessments of their organizational tasks (Kirkman Rosen, 2002). They examined team empowerment through the teams potency, meaningfulness, autonomy, and impact to determine its’ impact on process improvement and customer satisfaction. Kirkman et al. (2004) studied a service organization that utilized high technology and frequently formed virtual teams to complete the company’s tasks and goals. Each team member had different roles within the organization and was separated from each  other geographically. The researchers moderated the effects of face-to-face meetings to examine the relationship between team empowerment and both process improvement and customer satisaction. Kirkman et al. (2004) used surveys, observation, a team empowerment measure they had created, and customer satisfaction and process improvement scorecards to test their hypotheses, which were that 1. Team empowerment will have a positive relation to virtual team process improvement, 2. Team empowerment will have a positive relation to virtual team customer satisfaction, and 3. The number of team’s face-to-face meetings will alter the relationship between team empowerment and process improvement (the fewer face-to-face meetings the stronger the relationship), and 4. The number of team’s face-to-face meetings will alter the relationship between team empowerment and customer satisfaction (the fewer face-to-face meetings the stronger the relationship). Their results indicated support for hypotheses one, two, and three, but did not support the fourth hypothesis. The researchers produced a well-designed study with significant, meaningful results that help contribute to the understanding of virtual teams. They operationally defined all of the terms and measures to provide an equal understanding for everyone. It seems that virtual teams have many positive characteristics that are more effective compared to the common face-to-face teams. With the rising technology, virtual teams may become the norm as researchers continue to understand their components and wire them for optimal success. Montoya-Weiss, Massey, and Song (2001) wrote an article on the findings of their research study. They â€Å"examined the effects of temporal coordination on virtual teams supported by an asynchronous communication technology.† They measured the mechanism â€Å"process structure† to determine the relationship between conflict management behavior and virtual team performance. They measured conflict management individually for each team member through a questionnaire they created. They defined their dependent variable, virtual team performance, as â€Å"the quality of the team rationale used to support the team decision.† They examined the range, depth, and organization for each team decision. Lastly, they observed and analyzed all communication among the virtual team. Montoya-Weiss et al. (2001) had five hypotheses total, which were tested through statistical analysis. They predicted that for all conflict management behaviors, a positive interaction would result.

Development and History of AIRASIA

Development and History of AIRASIA AIRASIA is one among the top International brand in the low cost Airline Industry. Airasia brand came into existence in 1993, it was a joint public-private sector enterprise, however in 2001 current CEO Mr. Tony Fernandes purchased it and It was under him the Airasia brand got global recognition and unimaginable growth which started right from 2002 and continues till date, AirAsia started moving up the ladder under Tonys leadership from 2002 onwards by launching new routes from its main hub the capital of Malaysia till then the national carrier of Malaysia ruled the sky in and around Malaysia. In 2007, Airasia announced the birth of Airasia X the long haul budget flights, the first AirAsia X flight was from Kuala lumpur International airport to Gold coast in Australia thus began the journey from south east Asia to capturing routes in major cities around the world. In 2007, Virgin Airline chief had 20% stake in AirAsia X and had announced code sharing between Virgin Blue and AirAsia in and around Australian subcontinent. Profile of AirAsia: AIRASIA, is Asias largest and one among the top 10 international brand in the low cost segment having physical base in three countries; Malaysia, Thailand and Indonesia. AirAsia has four subsidiaries: AirAsia, Indonesia AirAsia, ThaiAirAsia and VeitJet Airasia. The company has a strength of around 3000 staffs and It flies to around 65 destinations worldwide using the 97 aircrafts and another 125 on order will be added to its fleet and it operates over 400 domestic and International flights, The total number of passengers that flew Airasia numbered 16,000,000 per year at a rate of 51000 per day for the year 2007. STRATEGIC CORPORATE PLANNING OF AIRASIA: By September 2008, Airasia had 60 routes and was voted as Worlds best New Airline for 2008 at World low cost Airline Congress in London inspire of tough competition it faced over Asian skies by brand which had committed fan following, global recession and increased air fuel prices. Airasia managed to survive and grow against the odd solely based on their distinctive model and new strategies. AIRASIA MODEL AND STRATEGIES: To position itself as the top airline brand in the low-cost, short haul based on no frills model. Opening of new hubs at airports and new routes outside their dominated Asian zone. Expanding into the Cargo transportation market. Marketing as a Go Green brand. User being able to access bookings and Online Information on Airasia through Blackberry. Fuel efficiency which helps in the overall reduction of travel cost. The slogan of Airasia is Now Everyone Can FLY, to attract customers both old and new ones with flying on time and having attractive and competitive price and tour packages as airasia management have their own hotel division having star hotels around many destinations plus having wide range of meal option on the In-fight purchase menu. The model which AirAsia under Mr. Tony Fernandes adopted for long haul flight was to choose airport where airport charges was low hence instead of Sydney airport Gold coast airport was considered for airasia link between Malaysia and Australia. To achieve Reduction in travel fuel cost Airasia concentrated on optimizing the air fuel consumption and with majority of the asset within the fleet being new Airbus planes, its more easier said than done. Airasia management based its model around latest technology including having access to its service [online booking, online checking and e-ticketing] through computers and blackberries. Successive growth of Airasia since its re-birth in 2001 can be put on following main strategies which they adopted: Cost reduction strategy of Airasia : Airasia vision is be a leader in the low cost airline segment by targeting the 3 billions people who are still under-served with the poor connectivity facing the high fares. AirAsia managements key strategies on cost reduction are:- High point concentration on Passenger Safety and maintenance of its fleet to be in best of the condition as per the set standards of regulators and its partners. To achieve High Aircraft Utilization by trying to get the quick turnaround by 25 minutes and by increasing staff productivity. Low fare, no Frills like added facilities of baggage transfer, preference on meals and seat arrangement etc. which adds to the customer satisfaction. Streamline Operations by working with single aircraft fleet to reduce manpower and stocking of maintenance parts. Using Latest Lean Distribution System to reduce labour and material utilization like usage of E-ticket. Point to point network. Summarised in a Table format below: Cost Category Cost Item Levers for reducing costs Costs -Aircraft Utilisation. -Reduce turnaround times. -Reduce maintenance downtime Fuel Costs Route Efficiency -Weight Reduction -Shorter en-route and approach times. -High standard of fleet maintenance. -Use of fuel hedging strategy. Handling Costs Service Level In sourcing. Reduce Handling Fees Pre-cleaning activities by cabin crew Loading/unloading support from crew Global contracts with key suppliers Off-peak pricing Catering Costs Reduce unit costs Reduce volumes Simplification of meal choice. à ¢Ã¢â€š ¬Ã‚ ¢ Reduce logistics costs for delivery. à ¢Ã¢â€š ¬Ã‚ ¢ Monitor passengers vs. available meals. Lean Distribution management. Ticketing Sales Channels Sales Commissions Development of E-ticketing Self-service check-ins Divert customers to on-line channels. Maintenance -Fleet. -Service Costs -Fleet harmonisation. -Reduce average fleet age. -Joint purchasing of some work. optimise maintenance activities Porters Generic Strategies: AirAsia follows Porters strategies to focus on cost leadership to allign with its business strategy and mission statement by targeting specific segment of price sensitive customers and the first time fliers looking at value for price and short haul flights. Porters Generic strategies talks of three different generic strategies that any business can focus for a overall edge over competitors, sustainability and growth as shown in above figure, the three strategies include Cost leadership, Differentiation strategy and market segmentation (Focused differentiation) (Johnson Scholes 1997). Cost leadership strategy: This strategy allows a business to become the lowest cost producer of a product within an industry by organising and managing its value- adding activities. Cost advantage may be achieved in terms of how qualitatively a product or services is designed. Differentiation strategy: This strategy is adopted by persuading customers that a product is superior to that offered by competitors (Campbell, 2002). The value added by the uniqueness of the product or services may allow the company to charge a premium price for it. However, the threat to this differentiation may include copying of the product by competitors and changes in customer tastes. Focus-differentiation strategy: is aimed at a segment of the market from a product rather than at the whole market or many markets (Campbell, 2002). The successful way using focus strategy is to tailor a broad of product or service development strengths to a relatively narrow market segment that they know very well. This strategy may also face the threat of imitation and changes in the target segments. AirAsia business strategy is built around above defined three Porters generic strategies on two of the above strategies it follows Broader approach and on focus-differentiation strategy AirAsia follows narrow approach to sustains its competitive advantage. AirAsia mission statement was to be the leader in the low cost segment and it follows the porters strategy to the book on cost leadership by providing services at a price that is simply lower than competitors price and by effective and efficient operational management. Airasia uses Porters cost leadership strategies to be on path of its motto Now everyone can fly to achieve this it markets and manages itself as airline with hassle-free, no-frills, luxury at low fare travel by efficiently managing its policy of cost reduction to the micro level in the value chain so that the saving can be passed on to the price sensitive passengers so as to be the leader in the low cost segment. SWOT ANALYSIS SWOT analysis  is a  strategic planning  method used to evaluate the  Strengths,  Weaknesses,  Opportunities, and  Threats involved in a  business  venture.   SWOT analysis points to the Internal (strength and weakness) and External (opportunities and threats) factors that would affect in the growth and sustainability of a business venture in our case Airasia to sustain its top position in the low cost carrier segment. Strengths A Low cost operations which has made AirAsia brand a leader in the low cost carrier segment. Airasia management is made of fewer level which helps in faster and effective, focused and aggressive management and with management consisting of members having strong links with Government in south pacific Asia, it makes it easy for their business development with least government interference and more concessions. Airasia Staffs is made up of workforce which are Multi-skilled and efficient, Airasia follows the model of incentives for the hardworking and smart workforce, this model helps to return talent and to grow along with the company. Management strong focus on cost reduction to position AirAsia Groups as industrys lowest cost producer. Airasia group have strong balance sheet and cash flow this helps to weather short-terms unforeseen difficulties. Airasia management decision to move to a Single type fleet paid well it helps in minimising maintenance fees. IT Utilization to the maximum has enabled Airasia to increase efficiency helping it track its fleet, staffs and seat management in case of no-show customers on ASAP basis. IT also helps in promotional activities and in lean management based on e-ticketing model and online checking. Fuel Burn Emissions: Single type fleet of Airbus A320 helps Airasia stick to its efficient fuel usage police to go by their GO Green and cost reduction strategy. Airbus A320s low noise level improves operational flexibility and lowers surcharges for airports with noise constraints. Ancillary Services: In the current year from January to April, Airasia achieved ancillary income of RM45 per passenger. AirAsias ancillary service includes products and services such as baggage supersize, in-flight food and beverage, merchandising and duty-free, courier, airspace advertising and AirAsia RedTix. AirAsia RedTix is a unique Ancillary income system which is related with non-airline ticketing system focusing on tickets to events, sports and music. Ancillary income not only contributes to the airlines bottom line, but it also provides a buffer against rising fuel prices. Weakness Airasia do not have their own MRO (maintenance, Repair and Overhaul) facilities. Being a young fleet with young staff at times makes it difficult to handle unforseen situation at both physical location and over the customer service management mainly related with change of flight and over refunds. AirAsia have faced difficulties with government interference mainly at level where Airasias main competition happens to be directly with the national carrier. Being a young brand makes it a challenge to catch the attention of frequent and first time fliers for Branding is vital for market position. Airasia depends on service based on outsourcing which at times can lead to delivery delays and hindrance of long duration on two segment IT and MRO. Young fleet at times shows lack of contingency plan on irregular situations. Opportunities AirAsis after making a mark for its brand in short haul low cost carrier sector is targeting the Long haul flight domain as an trial phase to tap share of that market as well. After having tasted success in Asia-Pacific region, AirAsia is targeting new routes and destinations on a global level. AirAsia by having tie up with other established low cost carriers on Existing, new routes and destinations untapped by AirAsia brand for example Airasia have tie up with Virgin Airline on landing rights and landing slots. AirAsia have tied with various new Airports outside of Malaysia for setting up for new AirAsia hub at these Airports. AirAsia management through its RedTix subsidiary can enhance its brand growth by having Service related Industry-wide mutual cooperation. AirAsia being in a Dominant/monopoly position in many routes in and around the Asia-Pacific zone will give them bargaining power on the pricing front. Threats Established carriers both private and national carriers if start bringing down their prices to attract the cost sensitive customers will directly affect AirAsia which is based on low cost, no frills, no hassle model. Global uncertainty on Business and Political front directly causes fuel prices to increase and High Fuel prices decreases revenue and hurts more for a low cost carrier. IT Utilization to maximum can also have a side effect on growth for heavy reliance on online sales is risky as system can breakdown anytime. New form of taxes for example Environmental taxes adds on to disruption on the cost equation. With terrorism being a global evil airline Industry is the always under threat, Accidents due to human and natural disaster is always a threat. Uncertainties on Aviation regulations and government policies. PEST ANALYSIS POLITICAL: Political Uncertainties in Asia-pacific region be it Malaysia, Indonesia and the wide unrest in Thailand. Malaysian Government Regulation played a vital role at the initial stages. There existed a heavy restriction on competition in this industry imposed by the individual countries mainly Malaysia trying to protect their national airlines. The bilateral agreement between the countries led to the deregulation of the industry. Terrorism is one of the factor which plays behind the mind of the traveler wishing to take a vacation in the Asia-pacific zone specially after Bali bombing which is one of the dominating region for AirAsia brand. ECONOMIC: The terrorist attacks, wars, epidemics like SARS, played a very crucial role in the airline industries. Uncertainty in fuel and energy costs Uncertainties on the economical Recession front can highly affect the AirAsia growth. SOCIAL: The Growth in the Middle class population in Asia where AirAsia has a dominating presence. Attractive Travel and tourism package by government initiated tourism Ministry and private tour operators attracted large number of fliers. Exclusive prices provided by AirAsia helped in the growth of its brand among price conscious fliers. TECHNOLOGICAL: Being a Young fleet, AirAsia had the Advantage to invest and use latest technology and concepts as their business model. AirAsia along with using World Wide Web for online services are internally using -Yield Management system, computer reservation system and latest Microsofts Enterprise Resource Planning System. All these have helped AirAsia to reduce operating costs and provide fast, efficient service like checking of flight schedules, booking seats, online check-in, and pre-order meals, Supersize my baggage FINANCIAL HIGHLIGHTS upto 2nd Quarter of 2010. Table below shows the positive growth of AirAsia brand in last 3 years with strong profit after tax performance of RM 549 million

Chivalry :: essays research papers

It is apparent in today’s society that the definition and application of chivalry has changed through history. During the Middle Ages, chivalry was a code of brave and courteous conduct for knights. According to this system of morals and manners, a knight was to remain faithful to God, loyal to his king, true to his lady-love, and helpful to their less fortunate kinsmen. Chivalry is still alive today but to a lesser extent than in the Middle Ages. I think chivalry will exist in the future, but only time will tell.   Ã‚  Ã‚  Ã‚  Ã‚  The legend of King Arthur and the Knights of the Round Table molded chivalrous conduct. The Knights of the Round Table possessed many aspects of chivalry, but each of them had flaws. Sir Lancelot, for example, wasn’t entirely loyal to King Arthur because of his desire for Guenevere. He remedied the situation by fighting for his king in the battle against Sir Modred. While the chivalry of the Middle Ages is thought by most to have been reserved for royalty, this was not the case. Common folk also exhibited chivalrous conduct, though in less glamorous ways.   Ã‚  Ã‚  Ã‚  Ã‚  Chivalry has greatly diminished since the Middle Ages. Respect, courtesy, and honesty have little meaning to today’s youth. There are exceptions to this. Helping the elderly, family, and friends are just a few things young people can do to resurrect chivalry. I don’t think it’s possible to be as chivalrous as the knights in the Middle Ages were because our lifestyles have changed so drastically.   Ã‚  Ã‚  Ã‚  Ã‚  As of now, the future of chivalry looks bleak. If society doesn’t change its ways soon, the quality of life and chivalrous behavior will continue to decline.

Organizational Leadership Essay

Severe negative financial position in the market and unprofitable operation with the following causal factors: Product Management: Poor product styling resulting in loss of market share greater than many other car manufacturer’s total production Decentralization: Too many vehicle platforms that made production inefficient and was further complicated by a plethora of suppliers and decentralized purchasing Communications: Poor communication practices and an absence of transparency (managers were unaware of production costs) Rigid compartmentalized organization (siloed) structure with minimal cross department interaction Weak channels to market with unhealthy channel conflict. Customer Wants / Needs: Lack of customer focus with reactive stance to competitor actions Cultural Constraints: keiretsu – Culturally rooted business philosophy Slow, patient, caution, afraid of change culture in Japan with many failed attempts to address well known problems Supplier relationships based on cultural and regional ties restricting global expansion Question 3: Evaluate Ghosn’s first 100 days. Effective leader and/or manager? Ghosn’s first 100 days proved he is an effective leader, Per John P. Kotter, Leaders don’t make plans; they don’t solve problems; they don’t even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.

Reasons why Germany, Italy, and Japan wanted WWII

Reasons why Germany, Italy, and Japan wanted WWII Free Online Research Papers In 1940, World War II was in full swing. Germany, Italy, and Japan had created the â€Å"Tri Parte Pact,† bonding them together as the â€Å"Axis Powers.† They waged war against the Allies, and though they shared a common bond, they all had different reasons for entering the war. Under the dictatorship of Adolph Hitler, Germany entered the war with the goals of gaining more land and power and creating, the â€Å"perfect race.† According to Nazi policy, this would mean blonde hair, blue eyes, and Aryan blood. Hitler’s plan was to disguise his preparation for war by confronting the â€Å"Internal Enemies† of Germany, which consisted of ideological enemies, moral enemies, and Jews, rebuild the economy, and achieve agreements with other nations. After acquiring both Austria and Czechoslovakia from Britain and France, who desperately did not want a repeat of bloodshed after World War I, Hitler decided he wanted Poland also. Britain and France would not give this up as easily. Hitler made a pact with the Soviet Union called the â€Å"Nazi-Soviet Non-Aggression Pact† so that he could invade Poland and eliminate the threat of an attack. He appointed Heinrich Himmler to plan the attack on Poland that would be known as â€Å"Blitzkrieg.â₠¬  Britain and France gave Hitler an ultimatum, either pull out of Poland or they would go to war. Hitler had gotten exactly what he wanted. In Italy, Mussolini had just come into power and promised the country he would improve economic conditions, so economic viability played a major part in why they wanted war. Italy needed markets for her industries and one way was to have dependent territories much like the British view of the American Colonies. Being just as greedy as Hitler, he looked up to him and liked the way he ran his dictatorship. He wanted just as much power and saw the war as a way to gain more land and thus, more power over a larger territory. He wanted to build a new Roman Empire and gain the land at Frances expense. Mussolini desperately wanted to seize territory from France in retaliation for World War One, especially the Island of Corsica and several provinces in North Italy that France had refused to relinquish after World War One. He also wanted to seize chunks of North Africa, including Egypt which was rich in resources. Mussolini also knew that if he was not with Hitler, he would be overrun by him. Japan too entered the war with the hope of gaining land and power. Because Japan was primarily a military-ruled government, the top military officials promoted imperial expansion. They were seeking to dominate and imperialize Asia because as a small island country they lacked land mass to provide necessary natural resources for competing economically with the other industrial superpowers of the time. Japan was bitter at this time because they received very little aid from the Allied countries after WWI. They decided they could claim the land they needed if they helped the Axis, and establish a vast empire. Emporer Hirohito is also claimed to have had similar racial superiority views as Hitler. Japan invaded China in 1937 after decades-long Japanese imperialist policy aiming to dominate China politically and militarily to secure its vast raw material reserves and other resources. The United States then refused to sell Japan oil unless they pulled out of China. Japan wanted to enter w ar with the United States and retaliated by bombing Pearl Harbor in hopes that if they wiped out their Pacific fleet, they would not stand a chance in war. The three major Axis powers, Nazi Germany, Fascist Italy, and Imperial Japan were part of a military alliance on the signing of the Tripartite Pact in September 1940, which officially founded the Axis powers. Though they had several different reasons for wanting war, they were mainly focused on gaining more land and power for themselves. They wanted to increase their recourses and make their economies more productive. They may have bonded together to enter the war, but really each thought their race was more superior to the other and would have most likely ended up fighting each other in the end. At their height, the Axis powers ruled empires that dominated large parts of Europe, Asia, Africa and the Pacific Ocean, but World War II ended with their total defeat. Work Cited http://encarta.msn.com/encyclopedia_761563737_2/World_War_II.html Research Papers on Reasons why Germany, Italy, and Japan wanted WWIIAppeasement Policy Towards the Outbreak of World War 2Assess the importance of Nationalism 1815-1850 EuropeAnalysis of Ebay Expanding into AsiaBringing Democracy to Africa19 Century Society: A Deeply Divided EraPETSTEL analysis of IndiaWhere Wild and West MeetQuebec and CanadaEffects of Television Violence on ChildrenDefinition of Export Quotas

Chapter 9 GOVERNMENT Essay

Chapter 9 GOVERNMENT Essay Chapter 9 GOVERNMENT Essay Chapter 9 Political Parties Political Parties ­ Here and Abroad Political Party ­ a group that seeks to elect candidates to public office. A Political Party can exist as: a label organization a set of leaders In the U.S. political parties have become weaker in all 3 areas. More independents and split ticket voting Weaker since the 1960s Still strong in leader aspect USA VS. Europe Europe: Have more influence because: Candidates for elective office are usually nominated by party leaders Campaigns are run by the party and not the candidate. Once in office, the elected official is expected to vote and act together with the members of his party. USA: Federal system decentralizes power in USA Early in history decisions were made by state and local government Nat Parties at this were coalitions of local parties Political power became more centralized, parties became even more decentralized and weaker The Rise and the Decline of the Political Party The Jeffersonian Republicans The Jacksonians The Civil War and Sectionalism The Era of Reform Party Realignments Periods when a sharp, lasting shift occurs in the popular coalition one or both parties. Shift may occur at the time of the election or just after 5 Realignments so far 1800 ­ Jeffersonian 1828 ­ Jacksonian Democrats 1860 ­ Whig collapse 1896 ­ Republicans defeat William Jennings Bryan 1932 ­ FDR 2 Kinds of Realignments: Major Party is defeated that it disappears ­ new party emerges 2 existing parties continue, but voters shift their loyalty from one to another Party Decline The National Party Structure Today National Convention ­ ultimate power, meets every 4 years to nominate the presidential candidate. National Committee ­ composed of delegates from statesÍ ¾ manages affairs between conventions Congressional Campaign Committees ­ support the party’s congressional candidates. National Chairperson ­ manages daily work State and Local Parties The Machine Political Machine ­ a party organization that recruits members via tangible incentives. Ideological Parties Opposite to machine, principle is more important than winning election ­ They are contentious and factionalized. Usually 3rd parties ­