James Madison, 4th President of the United States

James Madison (March 16, 1751–June 28, 1836) served as Americas 4th president, navigating the country through the War of 1812. Madison was known as the Father of the Constitution, for his role in its creation, and a man who served during a key time in the development of America.   Fast Facts: James Madison Known For: Americas 4th president and the Father of the ConstitutionBorn: March 16, 1751 in King George County, VirginiaParents:  James Madison, Sr. and Eleanor Rose Conway (Nelly), m. September 15, 1749Died: June 28, 1836 in Montpelier, VirginiaEducation: Robertsons School, College of New Jersey (which would later become Prrinceton University)Spouse: Dolley Payne Todd (m. September 15, 1794)Children: One stepson, John Payne Todd Early Life James Madison was born on March 16, 1751, the eldest child of James Madison, Sr., a plantation owner, and Eleanor Rose Conway (known as Nelly), the daughter of a wealthy planter. He was born at his mothers stepfathers plantation on the Rappahannock River in King George County, Virginia, but the family soon moved to James Madison Sr.s plantation in Virginia. Montpelier, as the plantation would be named in 1780, would be Madison Jr.s home for most of his life. Madison had six brothers and sisters: Francis (b. 1753), Ambrose (b. 1755), Nelly (b. 1760), William (b. 1762), Sarah (b. 1764), Elizabeth (b. 1768); the plantation also held more than 100 enslaved persons. The earliest education of James Madison, Jr. was at home, probably by his mother and grandmother, and at a school located on his fathers plantation. In 1758, he began attending the Robertson School, run by Scottish tutor Donald Robertson, where he studied English, Latin, Greek, French, and Italian, as well as history, arithmetic, algebra, geometry, and geography. Between 1767 and 1769, Madison studied under the rector Thomas Martin, who was hired by the Madison family for that purpose. Education Madison attended the College of New Jersey (which would become Princeton University in 1896) from 1769–1771. He was an excellent student and studied a range of subjects, including oratory, logic, Latin, geography, and philosophy. Perhaps more importantly, he made close friendships at New Jersey, included the American poet Philip Freneau, writer Hugh Henry Brackenridge, lawyer and politician Gunning Bedford Jr., and William Bradford, who would become the second attorney general under George Washington. But Madison grew ill in college, and stayed in Princeton after he graduated until April 1772, when he returned home. He was sickly most of his life, and modern scholars believe he likely suffered from epilepsy. Early Career Madison didnt have a vocation when he left school, but he soon became interested in politics, an interest perhaps stirred but at least fed by his continuing correspondence with William Bradford. The political situation in the country must have been exhilarating: his zeal for freedom from Britain was very strong. His first political appointment was as a delegate to the Virginia Convention (1776), and then he served in the Virginia House of Delegates three times (1776–1777, 1784–1786, 1799–1800). While in the Virginia house, he worked with George Mason to write Virginias constitution; he also met and established a lifelong friendship with Thomas Jefferson. Madison served on the Council of State in Virginia (1778–1779) and then became a member of the Continental Congress (1780–1783). Father of the Constitution Madison first called for a Constitutional Convention in 1786, and when it was convened in 1787 he wrote most of the U.S. Constitution, which outlined a strong federal government. Once the Convention ended, he, John Jay, and Alexander Hamilton together wrote the Federalist Papers, a collection of essays that were intended to sway public opinion to ratifying the new Constitution. Madison served as a U.S. Representative from 1789–1797. On September 15, 1794, Madison married  Dolley Payne Todd,  a widow and socialite who set the pattern for the behavior of White House first ladies for centuries to come. She was a well-liked hostess throughout Jeffersons and Madisons time in office, holding convivial parties with both sides of the Congress in attendance. She and Madison had no children, although John Payne Todd (1792–1852), Dolleys son from her first marriage, was raised by the couple; her son William had died in the 1793 yellow fever epidemic that killed her husband. In response to the Alien and Sedition Acts, in 1798 Madison drafted the Virginia Resolutions, a work that was hailed by anti-federalists. He was secretary of state under President Thomas Jefferson from 1801–1809. Embargo Act and the Presidency By 1807, Madison and Jefferson became alarmed at increasing reports on upheavals in Europe suggesting that Britain would soon go to war with Napoleons France. The two powers declared war and demanded that other nations needed to commit to a side. Since neither the Congress nor the administration were ready for all-out war, Jefferson called for an immediate embargo on all American shipping. That, said Madison, would protect American vessels from almost certain seizure, and deprive European nations of a needed trade that might force them to allow the U.S. to remain neutral. Passed on December 22, 1807, the Embargo Act would soon prove unpopular, an unpopularity that eventually led to U.S. involvement in the War of 1812. In the 1808 election, Jefferson supported Madisons nomination to run, and George Clinton was chosen to be his vice president. He ran against Charles Pinckney, who had opposed Jefferson in 1804. Pinckneys campaign centered around Madisons role with the Embargo Act; nevertheless, Madison won 122 of the 175 electoral votes. Negotiating Neutrality Early in 1808, Congress replaced the Embargo Act with the Non-Intercourse Act, which allowed the U.S. to trade with all nations except France and Great Britain because of the attacks on American shipping by those two nations. Madison offered to trade with either nation if it would stop harassing American ships. However, neither agreed. In 1810, Macons Bill No. 2 was passed, repealing the Non-Intercourse Act and replacing that with a promise that whichever nation would stop harassing American ships would be favored and the U.S. would stop trading with the other nation. France agreed to this and the British continued to stop American ships and impress sailors. By 1811, Madison easily won the renomination for the Democratic-Republicans, despite being opposed by DeWitt Clinton. The campaigns main issue was the War of 1812, and Clinton attempted to appeal to both those for and against the war. Madison won with 128 out of 146 votes. War of 1812: Mr. Madisons War When Madison started his second administration, the British were still forcibly attacking American ships, seizing their cargo, and impressing their sailors. Madison asked Congress to declare war: but support for it was far from unanimous. The war, sometimes called the Second War for Independence (because it resulted in the end of U.S. economic dependence on Britain), pitted a barely prepared U.S. against the well-trained force that was Great Britain. On June 18, 1812, Madison signed a declaration of war against Great Britain, after Congress, for the first time in American history, voted to declare war against another nation. Americas first battle was a disaster called the Surrender of Detroit: The British, led by Major General Isaac Brock, and Native American allies, led by the Shawnee leader Tecumseh, attacked the port city of Detroit on August 15–16, 1812. U.S. Brigadier General William Hull surrendered the town and fort, despite having a larger army. America fared better on the seas, and eventually retook Detroit. The British marched on Washington in 1814, and on August 23 they attacked and burned the White House. Dolley Madison famously stayed in the White House until she ensured that many national treasures were saved. The New England Federalists met at the Hartford Convention in late 1814 to discuss pulling out of the war, and there was even talk of secession at the convention. But, on December 24, 1814, the U.S. and Great Britain agreed to the Treaty of Ghent, which ended the fighting but resolved none of the pre-war issues. Retirement After his presidential term in office ended, Madison retired to his plantation in Virginia. However, he still stayed involved in political discourse. He represented his county at the Virginia Constitutional Convention (1829). He also spoke against nullification, the idea that states could rule federal laws unconstitutional. His Virginia Resolutions were often cited as a precedent for this but he believed in the strength of the union above all. He took a leadership role in the formation of the University of Virginia, especially after Thomas Jeffersons death in 1826. Madison was also a slave owner—Montpelier had 118 slaves at one point—who helped found the notorious American Colonization Society to help resettle freed blacks in what would become Liberia, Africa. Death Although Madison remained vigorous and active during his early retirement, beginning after his 80th birthday in 1829, he began to suffer from longer and longer spells of fever and rheumatism. Eventually he was confined to Montpelier, although he continued working when he could through the winter of 1835–1836. On June 27, 1836, he spent several hours writing a thank you note to George Tucker, who had dedicated his biography of Thomas Jefferson to him. He died the next day. Legacy James Madison was in power at an important time. Even though America did not end the War of 1812 as the ultimate victor, it did end with a stronger and independent economy. As the author of the Constitution, Madisons decisions made during his time as president were based on his interpretation of the document, and he was well-respected for that. In the end, Madison attempted to follow the Constitution and tried not to overstep the boundaries set before him as he interpreted them. Sources Broadwater, Jeff. James Madison: A Son of Virginia and a Founder of the Nation. Chapel Hill: University of North Carolina Press, 2012.Cheney, Lynne. James Madison: A Life Reconsidered. New York: Penguin Books, 2014.Feldman, Noah. The Three Lives of James Madison: Genius, Partisan, President. New York: Random House, 2017.Gutzman, Kevin R. C. James Madison and the Making of America. New York, St. Martins Press, 2012.Ketcham, Ralph. James Madison: A Biography. University of Virginia, 1990.

A Comparison Of Oskar Schindler And Amon Goeth What Is...

Victor Frankl once said, â€Å"Any person, regardless of the circumstances, can decide what shall become of them – mentally and spiritually.† This is true for Oskar Schindler and Amon Goeth, who both had very different reactions to World War II. Human goodness is when one sees the truth, accepts it, and makes rational decisions based on the truth. Human evil is irrational decision-making, and when a person sees and understands the truth but choses to defy it. In Steven Spielberg’s Schindler’s List, philosophers Kant and Rahner would agree that Schindler is a representation of human goodness, and Goeth represents human evil. Oskar Schindler represents human goodness with his actions during the Holocaust. Oskar starts as a man who only acts for†¦show more content†¦They gave him a ring with a Hebrew saying on it and a letter signed by all his workers that explains how good he was to the Jews in his camp. Oskar suddenly felt emotional over everything he had done, and he started to say, â€Å"I could have got more.† He realized that he was capable of saving people during the war and wished he had saved, â€Å"One more person.† Rahner believed that goodness was when one chooses to abide by the truth through virtuous acts, although he also believed good people were capable of evil acts (Lippert). Oskar began as a selfish, manipulative man who was using the war to benefit himself. Once he saw the truth, he acted through virtue. When the war came to an end he wished he had done more, seeing that he was capable of giving up so much more of his own life to save others. Unfortunately, goodne ss like that is rare, but so is evil. Amon Goeth illustrates human evil with his actions during the Holocaust. Like Oskar, he used the war to his advantage by gaining power. Unlike Oskar, Amon found joy in killing. That alone is considered evil to most people and evil does not change. Oskar gets mad about the woman who said that his factory was a haven. When speaking to Itzhak about it, he says that war brings out the bad in people and that if there was no war, Amon would be good. This may be true for most people, but truly evil people do not change due to the situation. Looking at

Challenges In The Gas And Oil Industry †Myassignmenthelp.Com

Question: What Is The Challenges In The Gas And Oil Industry? Answer: Introduction Based on the global demand for oil and gas resources, it is indisputable that the world still depends on these natural resources. With the experienced issues relating to the exploration and spill outs during drilling, the management of risks is important in this industry. This is because; these commodities impose serious environmental and safety issues. The companies and governments have to join hands are reduce accidents through proper corporate governance. Scott (2014) believes that health risk management and ethical leadership are critical in managing the environments associated with the oil and gas industry. According to Anis and Siddiqui (2015), the stakeholders have increased interest in incorporating sustainability and overcoming the related operations challenges. Given the significance of corporate social responsibility, the oil and gas industry have faced challenges to address the emerging issues (Ferrell, Fraedrich, and Ferrell 2016). This article has provided an insight ba sed on the case study about business ethics and sustainability. Managing Ethical Risk The safety of the public and the environment are critical in managing risks thus reduce the accidents. By maintaining a safe environment, the drilling companies have an opportunity to reduce the possibility of explosions, spills, and oil leaks. According to Leveson (2011a), companies have affected the community by failing to address such issues. In fact, the impact of these risks extends beyond the public and community effects. It stretches to the public pressure and stakeholder reputation. Therefore, the companies have the responsibility to avoid public criticism many managing risks efficiently. Safety culture The safety culture is a problem to many companies and it has been the precursor for major accidents listed in this case study. Undoubtedly, the flaws in this culture are blamed for the accidents. In fact, both the industry and organizations have done the least to redefine their culture. Anis and Siddiqui (2015) held that the organizational culture highlights the companys shared norms and values that should be guiding the decision making process. Safety culture is critical because it a subset of the firms overall culture. The safety culture also reflects the approaches and attitude the firm and its stakeholders take to conduct risk and safety management. The leadership of an organization use the safety culture to establish the values that they use to make crucial decisions (Dutta and Sengupta 2014). Based on the challenges and issues experienced in the oil and gas industry, it is arguable that dysfunctional safety culture is to blame. For example, the culture of denial has put compani es into jeopardy. Despite the risk assessment pointing at the weaknesses that need to be fixed, the leaders of these companies have incessantly dismissed the assessment results thus avoids taking appropriate actions. Under the denial culture, the management assumes that accidents are inevitable. To this effect, the managers only pay close attention to good news. Often, these managers argue that the conditions in their companies are dangerous and they can do the least to improve the safety conditions than allow the accidents to be part of the productivity. As a price of productivity, these managers believe it is impossible to eliminate the products. For example, in many offshore oil-drilling firms, the culture of denial is predominant (Environment Agency 2013). Regarding the statement of the American Petroleum Institutes President after the Deep-water Horizon and the Washington State Tesoro Oil Refinery explosion, it was evident that the leadership is never taking any steps to introduce safety culture. In fact, the President classified the situation as normal happening in the industry. He acknowledged that nothing is safe outside the environment because nuclear engines run the metal tubes. Despite the dangerous status of this industry, it near impossible for the firms to operate without accidents. Apart from the denial culture, the industry also experiences the paper culture. Under this culture, most workers are engaged in writing and elaborating arguments showing the safety of their systems (Kiany, Rahimi, and Jokar 2015). Actually, these employees have the least time to participate in the programs that would make the environment safe as claimed. For instance, when the UK Nimrod Aircraft suffered in Afghanistan, the company analysts associated the accident to the use of safety case to be the contributing factors (Ferrell et al. 2016). This demonstrated that culture of paper safety caused the problem. The management failed to understand the real safety that was befalling the organization as explained by Haddon-Cave (2009). The following steps should be undertaken to control the situation. Introduce Incentives Many stakeholders have understood the relationship between the companys future viability, profitability and safety. However, this relationship has been vague on unclear regarding the offshore oil industry. This relationship has however been distinct in the aviation industry. The case in point is the GOM drilling that had strong moratorium indicating that firms that enjoyed a strong safety signals and cultures are likely to fall victims to the companies without such practices (Environment Agency 2013). To this effect, it is critical for the businesses to engage in self-policing initiatives to improve their safety. It is also important for the companies to introduce incentives that would promote the update of safety technology. Based on the cases, it was evident that the BOP standard design was inappropriate and ineffective for the exploration of deep water (Farahani, Ahadmotlaghi, Farahani, and Valafar 2015). Despite various signals showing the need to change the technology, companies involved in the industry completely dismissed or ignored the previous failures of the BOP. The management of these corporations insisted that the BOP design never needed any improvement. The same situation was evident when the relevant authorities and organization failed to act on the 1956 Refrigerator Safety Act that was adopted following the suffocation of the trapped children while playing in unused refrigerator (Dekker 2006). To manufacturers, redesigning the refrigerator was an effort in futility. These manufacturers ruled out any initiative to redesign the machine to create safer latches. However, after they were compelled to do so, these manufacturers introduced magnet latches that ensured the doors of refrigerators could only open from inside (Cleveland 2011). The new development completely eliminated the hazard and proved cheaper than the previous latches as explained by Martin and Schinzinger (1989). Based on this experience, it is important for the government to introduce technical incentives that would allow the companies and manufacturers to update their safety technologies because the oil and gas extraction and exploration conditions are dynamic. Industry standards The investigations revealed that the accident that was evident was attributed to lack of standards as expected in the industry. The cementing operations standards were never evident. For instance, even the least standards including the API Recommended Practices have become difficult to implement because of the lack of consensus among stakeholders. It is believable that such standards are a mistake (Kaplan and Mikes 2012). In the United States, the Federal Aviation Administration has entrusted the Federal Advisory Committee with the defining and establishing policy, regulatory decision, and programs to instil standards in the commercial aviation industry. The RTCA.inc is an important NGO that is mandated to develop recommendations relating to traffic management systems, surveillance, and communications system issues (Ferrell et al. 2016). This private organization has proved to be necessary in defining the industry standards because it acts as broker. Such initiatives should be encour aged to help in building consensus. Self-policing The industry self-policing is another important initiative that can help in managing risk. Indisputably, the government regulatory authorities have expressed frustrations in accomplishing the set objectives to enforce the safety policies in the organizations. Given the limitation, the industry-self policing are critical (Kaplan and Mikes 2012). The power industry had adopted the INPO, as an organization meant to offer an oversight on nuclear power safety. This followed the Three Mile Island. The Presidential Oil Spill Commission had recommended the INPO as one of the best model that can help restore the sustainability and ethics in the oil and gas industry. The model will ensure that the gas and oil companies use the modern technologies and practices to reduce accidents. Safety Management systems Companies operating in the gas and oil industries should consider the new safety control structures to manage risks. In fact, safety control structures are unique, as each company needs to develop its own. Based on the case study, it emerged that the safety management structure of BP was defective and it needed improvement (Konar and Cohen 2001). The Baker Panel raised the red flag over the BPs safety control structure that it applied for its oil refineries. In the similar capacity, the FAA had recommended that airlines should take swift steps to address their safety needs. It further emphasized on the companies to use safety management systems to avoid accidents. Recently, the Presidential Oil Spill Commission emphasized on the environment and safety management system and the commission recommended that for the oil companies to be allowed to explore and drill oils, they must have acquired this condition as a prerequisite. Certification and training Based on the Deep-water Horizon accident investigation, it was evident that many workers of the firms only had minimal training (Leveson 2011). In fact, the majority of the workers had little certification needed for their operations. To this effect, it is prudent for the companies to train and certify their employees efficiently. Regarding the case study, it is evident that the industry has experienced accidents. However, it appears that the companies never learn from these events (Godfrey, Merrill, and Hansen 2009). To this effect, it is necessary for the companies to establish a system that is incident and accident investigative-oriented. This effort can encourage continual improvement and learning processes in the company. Hazard analysis Many companies in this oil and gas industry have established a strong hazard analysis tool. The HAZOP technique is one of the best tools that can help to restore the safety aspects in the organization (Pawan 2014). This technique has proved beneficial for the companies that have adopted it. This is because; the HAZOP has proved essential and can help the companies to improve their technological design. They need to apply the technique to guide performance and maintenance audits. Comparing the Risks BP, Exxon, and the Fracking Industry Face Similar risks The fracking industry, Exxon, and BP seem to face similar risks. For example, these companies are vulnerable to various risks including explosions, environmental contamination, leaks, and spills. All these companies, if given a chance, can damage the environment beyond reparation. The stakeholders can significantly suffer from these risks. Based on the case study, it is evident that Exxon and BP are experiencing the worst situation, as the supply of resources is becoming untenable (Sylves and Comfort 2012). Because of the shortage in supply of their primary commodities, these companies have the highest chances of taking risks to help them meet their market demand. For example, they can go out of their way just to obtain the resources, even if it means engaging in unethical practice (Manna, Marco, Letterman, and Mullen 2014). Therefore, the two companies are exposed to more dangerous risks, like spills, explosions, and environmental emissions than the fracking industry. The fracking industry is also experiencing its unique risks and uncertainty. For example, it is faces the challenge regarding its customer uncertainty. To this effect, it must continue to address this risk to avoid suffering the consequences of failing to responding to the market dynamics (Konar and Cohen 2001). Interestingly, the three companies are uncertain or sure about the safety of their operations. These companies have also failed to provide factual evidence to assure the public and shareholders that they take the issues of environmental and community protection seriously. This has made the communities to treat them with suspicion as the community view their hydraulic fracturing as dangerous. Reputation In business, customer is an important factor that any firm must consider. Regarding this companies, the brand image and reputation are equally relevant in attracting and retaining the customers. With the current customers opting for socially responsive companies, Exxon, BP, and fracking industry must address the issues associated with their product to avoid negative reputation. Customers would purchase products from companies that embrace safety measures (DeMarrais, and Lapan 2004). To this effect, it would prudent for Exxon, BP, and fracking industry to think of the targeted customers and their expectations. The individuals who will purchase the product would determine the brand image in the market. Therefore, they must overcome this risk by playing their cards according to the customers. Based on the case study, the hydraulic fracturing process remains under intense public scrutiny because of the potential harm it imposes on the environment and neighbouring communities. Ferrell, Finanacial, and Ferrell (2011) maintained that the public view the hydraulic fracturing to be the cause of water and air pollution, crime, traffic, and increased noise. The companies should track these problems and demonstrate to stakeholders including the regulators, investors, and the public their remedial measures. Since these companies have continuously failed to report to the investors about their activities, the investors have no obligation to credit them. This has a direct impact on the companys image. Political and financial risks The political risk dominates the oil and gas industry because of the political interests evident in this industry. For decades now, most of the political class have continued to get funding from the old and gas industry. For example, BP has continued to support the political activities so that the new administration can support its causes. The same applies to Exxon and fracking industry (Environment Agency 2013). The public pressure has put the companies on the spotlight. To this effect, the companies have identified leaders who can never turn against them and formulate policies that can ruin their operations. Therefore, the political risk evident is the ability to sustain the financial support without engaging in unethical practices. The corporate executives have been compelled to continue supporting the political activities in hope of gaining favours with the political class. This confirms that the political class has held the firms at ransom. The financial risk is also evident in this industry and all the companies have continued to face these risks (Breeze 2012). The continued uncertainty surround the global market value is affecting the companies. For instance, the global market has become unpredictable thus affecting the companies overall revenue earnings. With the economic crisis, the customers have opted for environmental friendly fuel. This has affected the companys ability to improve their earnings. For example, in the case study, it is evident that Exxon, fracking industry, and BP have posted losses. As a result, they have to identify the best strategies to overcome the financial risk. Diversification is one of the strategies these companies are using to remain in business. Ethical Leadership Helping the Oil and Gas Industry Responsibility and Transparency Culture Leadership is the cornerstone of any organization because a company can only set its organizational culture through its leaders. For example, when a leader makes ethical decisions, it is possible for the stakeholders to follow such a person. This is because; such a leader would display a complete commitment to protecting the stakeholders. According to Patton (2001), ethical leadership always guarantee an organization of proper risk management. For example, ethical leaders understand the significance of conducting an environmental risk assessment. To this effect, they incessantly establish relevant organizations to protect the environment, like IPIECA. With an organization that can stand out and speak for the society regarding the environmental ills perpetuated by other firms would gain public confidence. It is important for ethical leaders to take responsibility for their action (Ferrell et al. 2016). Based on the case study, companies lack ethical leaders who can pursue the interest of the society and stakeholders. Most these executive pursue their interests at all costs. This has seen them espouse an opaque culture in which nobody understands exempt them. Nonetheless, ethical leadership has seen everyone operate transparently and share views openly about the company. This transparency culture ensures the company engages stakeholders in its operations. The ethical leadership principle ensures that the company operates under clear guidelines. For instance, a transparent culture would embrace ethical reporting and disclosures. This accounting practice reduces any chances of corruption or inside trading that have befallen many corporations. Environmental Risk Management The ethical managers are concerned about the environmental risks. To this effect, they would do everything within their powers to adopt the best risk management programs to save the company, employees, and stakeholders. Without a doubt, a leader who values employees and environment always remain focused, visionary, and transformational. Such leaders are able to adopt changes that can transform the organization. The environmental risk management programs including hazard analysis system (Patton 2001). The ethical leaders would also embrace the industry standards to avoid unethical activities that would compromise its ethical practices. Quality and Safety Management Ethical leaders are concerned of the company reputation, community welfare, and the employee rights. To guarantee the organization its rightful position, the manager would train and certify the workers to make them skilful and experts in their field of operations. Konar and Cohen (2001) argued that ethical leaders value quality and safety of the workers. This is achievable by establishing organizational culture, values, and principles. Conclusion The companies involved in the work of gas and oil experience social and political difficulties because of the technical complexity. In the last few years, these companies have engaged in noble tasks and efforts to conduct their businesses in a socially responsible and sustainable way. The leadership have the responsibility to use environmental protection laws in responding to the impact of business on the environment. Sustainability remains to be a moral and scientific problem that managers must solve. The solution to this problem is founded on good governance as evident in this article. This involves brainstorming on the interconnections of the society, economy, government, and the environment. The good governance aspects fall back to the government while the multinational companies are the propelling forces. These companies must comply with the law by developing sustainable strategies and practices to define their operational environment. However, the companies have incessantly hel l-bent on corruption and malpractices to benefit a few players. References Anis, M.D. Siddiqui, T.Z., 2015. Issues impacting sustainability in the oil and gas industry, Journal of Management and Sustainability, vol. 5, no. 4, pp. 115-123. Breeze, R., 2012. Legitimation in Corporate Discourse: Oil Corporations after Deep-water Horizon, Discourse Society, vol. 23, no. 1, pp. 3-18. Cleveland, C. (Ed.), 2011, Jan 16. Deep Water: The Gulf Oil Disaster and the Future of Offshore Drilling. (Available at https://www.eoearth.org/view/article/162358/) Dekker, S., 2006. The field guide to understanding human error. Ashgate Publishing. DeMarrais, K. B., and Lapan, S. D., 2004. Methods of Inquiry in Education and Social Sciences, Foundations of Research, vol. 51, no. 5/6, pp. 546-545. Dutta, A. B., and Sengupta, I., 2014. Environmental Impact Assessment (EIA) and Construction, International Research Journal of Environmental Sciences, vol. 3, no. 1, pp. 58-61. Environment Agency, 2013. An Environmental Risk Assessment for shale gas exploratory operations in England. Bristol: Environmental Agency. (Available at https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/296949/LIT_8474_fbb1d4.pdf) Farahani, A. F., Ahadmotlaghi, A., Farahani, A. F., and Valafar, A., 2015, Pathology the Causes of Delay in the Major Projects of Oil Industrial, Case Study: South Pars, Journal of Recent Sciences, vol. 4, no. 3, pp. 129-141. Ferrell, O.C., Fraedrich, J., and Ferrell, L., 2011. Business ethics: ethical decision-making and cases, 8th edition. South-Western Cengage, Mason, Ohio. Ferrell, O.C., Fraedrich, J., and Ferrell, L., 2016. Business ethics: ethical decision making and cases, 8th edition. South-Western Cengage, Mason, Ohio Godfrey, P. C., Merrill, C. B., and Hansen, J. M., 2009. The Relationship Between Corporate Social Responsibility And Shareholder Value: An Empirical Test Of The Risk Management Hypothesis, Strategic Management Journal, vol. 30, no. 4, pp. 425-445. Haddon-Cave, C., 2009. The Nimrod Review. The Stationery Office Limited, London. Kaplan, R. S., and Mikes, A., 2012, Jun 1. Managing Risks: A New Framework, Harvard Business Review. (Available at https://hbr.org/2012/06/managing-risks-a-new-framework) Kiany, D., Rahimi, G., and Jokar, M. S., 2015. Gas Exporting Companies forum, Past and Future Research, Journal of Recent Sciences, vol. 4, no. 5, pp. 89-94. Konar, S., and Cohen, M. A., 2001. Does The Marketing Value Environmental Performance? Review of Economics and Statistics, vol. 83, no. 2, pp. 281-289. Leveson, N., 2011, May 17. Risk management in the oil and gas industry, MIT. (Available at https://energy.mit.edu/news/risk-management-in-the-oil-and-gas-industry/) Leveson, N., 2011a. Engineering a safer world. MIT Press, New York. Manna, D., Marco, G., Letterman, D., and Mullen, J. (2014). Sustainable Case Study: Chevron Corporation, The Clute Institute, pp. 153-156. (Available at https://cluteinstitute.com/conference-proceedings/2014SAPapers/Article 251.pdf) Martin, M. and Schinzinger, R., 1989. Ethics in engineering, McGraw-Hill, New York. Patton, M. Q., 2001. Qualitative Research and Evolution Methods, 2nd edition. Sage Publications, Thousand Oaks, CA. Pawan, M., 2014. Impacts of Global Warming on Environment, International Research Journal of Environmental Sciences, vol. 3, no. 3, pp. 72-78. Scott, M., 2014. Challenges for oil gas, Raconteur May 8. (Available at https://www.raconteur.net/sustainability/challenges-for-oil-gas) Sylves, R., and Comfort, L., 2012. The Exxon Valdez and BP Deep-water Horizon Oil Spills: Reducing Risk in Socio-Technical Systems, American Behavioural Scientist, vol. 56 no.1, pp. 76-103.

Sectionalism 1820-1860 Essays - Slavery In The United States

Sectionalism 1820-1860 The South ? low immigration, huge income disparity, replicated Medieval Europe A.Cotton Kingdom ? 1788 ? South dying, overworked land, unmarketable products a.Slavery increased ? Eli Whitney ? Cotton Gin i.Increased labor also improved Northern shipping industry b.? cotton in world from the South, England 75% from South i.England economy depended on Southern cotton B.Planter Aristocracy ? ?cottonocracy? ? oligarchy ? few control many a.Biggest planters controlled social, political, economic life b.Received finest education ? statesmen who served public i.Public education suffers c.Women bought into system ? controlled households C.Poor whites ? accepted system, dream of moving up, needed racial superiority D.Scotch Irish ? Appalachian Mountains ? ?white trash? ? civilization ignored E.Nature of Slavery a.One 20th century view ? slavery ending, owners paternalistic, blacks naturally inferior ? need to be taken care of 1.Not true ? economically still expanding, not dying 2.1954 Slavery compares to concentration camps 3.Paternalistic ? selfish method just to get more labor 4.Slaves fake ?Sambo? laziness as method of coping/rebel b.Black women must balance as white caregiver, laborer, family anchor The North ? industry, manufacturing, heavy immigration ? urbanized A. Immigration ? 95% came to the North a. Irish ? NY/Boston ? low skilled labor ? left due to potato famine b. German ? left due to crop failures, democracy failure of 1848 revolution 1. Midwest ? contributed - gave US literature, kindergarten, Xmas tree The West ? young attracted, adventurous opportunities ? life actually sucks A.Gradually destroyed land ? overworked, just moved on ? pushed out Indians, animals B.Frontier ? belief that you can always start out fresh out West C.More equality for women, supply and demand, they can leave if not treated properly D.Squatters ? simply move to land, build house, claim property ? hard to kick off