South Africa Essay Example for Free

South Africa Essay In South Africa, civil disobedience was also strongly practiced. By simply looking back at South Africas history, it is indeed safe to say that civil disobedience is justifiable. Apartheid in South Africa is a fact, and is also a part of world history. Apartheid is the main reason why civil disobedience, also considered â€Å"passive resistance in South Africa, was practiced. Apartheid in South Africa was brought about by the settlement of the whites in the country. The term â€Å"separate development† was then used to categorize South Africans into three racial categories. These three categories included the Bantu, White and Colored. Bantu were the black Africans, White were the Americans and Colored were the people with mixed race. The laws under the apartheid system were harsh – black Africans were not allowed to own land even when they were the natives of the country. The members of the White had power over more than 80% of the total land area of South Africa even when the whites were a minority during that time. What makes civil disobedience justifiable in South Africa was when black Africans were not allowed to come in contact with other races. The prohibition of social contact brought about other social injustice like race-specific jobs, separation of education standards, restricted powers and participation in social events (Robinson, 1999). The role of civil disobedience in the given examples is to save people from extreme hardship. It functioned as the first step towards resistance to social injustice. Civil disobedience is then preferred by a lot of people all over the world because it is a form of peaceful rebellion. Given that some of the laws and platforms of a country are repressive and encouraging of violence, what kind of world will this world be if this is fought with armed rebellion? That said, civil disobedience is a step towards a fair revolution and a just society. References: Africa Action. (2006). Nonviolent Civil Disobedience Guide. Retrieved March 7, 2008 from http://www. africaaction. org/campaign_new/page. php? op=readdocumentid. DuBrin, D. (2008). What is the Role of Civil Disobedience Today? Retrieved March 7, 2008  from www. pbs. org/newshour/extra/teachers/lessonplans/socialstudies/htm. Gandhi, M. (1921). Civil Disobedience. Retrieved March 7, 2008 from http://www. gandhimanibhavan. org/eduresources/article8. htm. Kamat, J. (2005). Indias Freedom Struggle: Non-Cooperation and Civil Disobedience Movements. Retrieved March 7, 2008 from http://www. kamat. com/kalranga/freedom/movements. htm. Robinson, J. (1999). Africa. Retrieved March 7, 2008 from http://www. africanaencyclopedia. com/apartheid/apartheid. html.

Confederate States Of America Essay -- essays research papers

"Don't kneel to me. You must kneel to God only, and thank him for the liberty you will enjoy hereafter" (Brinkley 414). President Abraham Lincoln spoke these words to a former slave that kneeled before him while walking the streets of the abandoned Confederate capitol of Richmond in 1865. Although there are several different questions of why the North won the Civil War, factors involving manpower, economy, military tactics and leadership, and presidential leadership, are all parts of a puzzle historians have tried to put together for years. I believe that these four factors should prove to be the most powerful reasons for the Union's destruction of the Confederate States of America. The presidential leadership of Lincoln will be revealed as the major influence over the other three factors. According to Robert Krick, an interviewee of Carl Zebrowski's article "Why the South Lost the Civil War," "the basic problem was numbers. Give Abraham Lincoln seven million men and give Jefferson Davis and Robert E. Lee twenty-one million, cognitive dissonance doesn't matter, European recognition doesn't matter, the Emancipation Proclamation and its ripple effect don't matter. Twenty-one to seven is a very different thing then seven to twenty-one" (Zebrowski 223). Despite the North's enormous population advantage over the South during the Civil War, other wars proved that size doesn't matter. For example, the Colonist's success in the American Revolution proved to Great Britain that America was an insignificant, but a successful opponent. "While Northern superiority in numbers and resources was a necessary condition for Union Victory, it is not a sufficient explanation for that victory," says James McPherson (Zebrowski 224). When looking at economic factors in the Civil War, we find that the war had a devastating effect on the South and a converse effect on the North. Because of the Northern blockade and the disconnection of Southern farmers from markets in the North, sales of cotton became nearly impossible. In the North, the war produced the same suffering as in the South, but "it also produced prosperity and economic growth by giving a major stimulus to both industry and agriculture," says Brinkley (Brinkley 384). Since all Southern products were out of reach for Northern Americans, the North enacted a completely natio... ...rs a sense of nationalism by letting them know that they didn't need help from other countries or from the seceded Southern states. Conversely, Confederate soldiers often disapproved of the Confederate president's own decisions for the South, rather than joint decisions with his cabinet. According to David Herbert Donald, of the article "Died of Democracy," "an Englishman reported that he had never heard such handsome cursing as when Confederate privates, off duty and "squatted cross-legged on beds," spent their evenings damning their superiors' "eyes and limbs" (Donald 84). Meaning the Confederacy's soldiers mocked their own government. In the North, Lincoln gave the Union armies the sense of enthusiasm and nationalism it needed to help breakdown the Confederate States of America. Lincoln and the North were destined to defeat the South. Regardless of whether it was manpower, resources, economy, or military, Lincoln knew he had the advantage and was not willing to let it go. Referencing the first quote of this report, Lincoln knew that God was on his side and that he was the man that would lead the slaves to their God-given right to freedom.

Ben and Jerry’s Case Study

This case study comes from the second edition of Business Strategy: an introduction published in 2001. It is very readable and interesting, providing students with insights into how two entrepreneurs who set up an ice cream shop in a renovated petrol station became the names behind one of the most well-known ice cream brands around the globe. Students will find out how Ben and Jerry tackled the almighty (at the time) Pillsbury and Hà ¤agen-Dazs, how they developed a brand to distinguish them from competitors which included a focus on people and giving back to society, and how they successfully used PR to come up trumps in the ‘ice cream war’.At the end of the case study you will find a series of questions for students to get them thinking critically about Ben & Jerry’s strategy from its humble beginnings to where it is now. The case also provides the opportunity for students to conduct research into the current state of play. They could find out how Ben & Jerryâ €™s have further developed their brand and product offerings (they now have ice cream counters in cinemas, they offer a full selection of Fair Trade ice creams, etc. ) and what competition they now face, if any.Students will find it helpful to read chapter 20 on social responsibililty and business ethics. They could also use this longer case study as a springboard for their work on the Strategic Planning Software (SPS), to which they have free access with purchase of the textbook. The beginning Ben Cohen and Jerry Greenfield became friends at school in the late 1960s in Burlington, Vermont in the North Eastern United States. Their reputation as the two ‘odd' eccentrics at school led them to form a strong friendship that would last for many decades.When they left school, both Ben and Jerry became ‘hippies' – social drop-outs who lived an alternative and unconventional lifestyle. They both grew their hair and a beard and together with their dog, Malcolm, they mo ved in together as flatmates. One of the interests they shared was in food and as they discussed various ways of making a living, they concluded that the two most exciting areas of fast food at the time were bagels and ice cream. Having established that the equipment needed to bake bagels would cost $40,000, the two men enrolled on an ice cream making correspondence course for the cost of $5 each.In 1978, having developed some basic ice cream recipes, Ben and Jerry set up a shop in a renovated petrol station in Burlington with a capital investment of $12,000 ($4,000 of which was borrowed). From the outset, Ben and Jerry wanted to produce a premium product and the fact that it was made from ‘fresh Vermont milk and cream' was stressed. The outlet was called ‘Ben & Jerry's Homemade ice cream' and to give the shop a unique and welcoming character, they employed a piano player to play blues in the background. Initially, the shop was a success amongst Burlington locals, many o f whom had known the men when they were growing up.The staff that Ben and Jerry employed were encouraged to take the same ‘hippiesh' view of business activity as the owners (‘every day was a party'), but the major competitive advantage arose from the uniqueness of the product. Whereas the majority of ice cream products were traditionally-flavoured, Ben and Jerry introduced unusual flavours with ‘chunks' to make the textures more interesting, such as fruit, chocolate, nuts, toffee and similar sweets. ‘Chunky' ice cream became the prominent feature of the new organisation's image. During the summer of 1978, customer numbers grew as the reputation of the shop and the ice cream grew.It was when the winter set in at the end of the year that the troubles began. Over the counter ice cream sales dried up and Ben and Jerry realised they would have to find other outlets for their products if they were to avoid bankruptcy. They persuaded a number of local grocers in Ver mont to stock the product in one pint tubs, but it soon transpired that a broader customer base would be needed. Having approached a number of national supermarket chains, Ben Cohen learned that the size of the business, not to mention his appearance and attitude to business, made the buyers reluctant to take stock from him.He was advised that he ought to seek to sell the ice cream to large independent ice cream distributors in neighbouring states who would then sell the product on to the major retail multiples. It was then that Ben and Jerry encountered a problem. The Pillsbury confrontation Ben approached the Dari-Farms corporation with a view to have it distribute Ben & Jerry's ice cream throughout the New England states. Dennis Silva, the company vice-president, agreed to take some Ben & Jerry's stock despite Ben's unconventional approach to business.In order to increase distribution further, Ben also approached Paul's Distributors where its chairman, Chuck Green, also agreed to act as a Ben & Jerry distributor. The market leader in the super-premium ice cream segment at the time was Hà ¤agen Dazs, which was then owned by the large US based Pillsbury Corporation. Pillsbury turned over $4 billion a year and had extensive food interests in addition to Hà ¤agen-Dazs including Green Giant (vegetables) and Burger King, the fast food outlet. Kevin Hurley, president of the Hà ¤agen Dazs subsidiary of Pillsbury, was the son-in-law of the company's founder, Reuben Matthus.Matthus had started Hà ¤agen-Dazs in 1959 in New York. He came up with the Danish-sounding name in the belief that it conjured up a feeling in the consumer of an exotic European brand. By 1984 when the confrontation with Ben & Jerry's took place, Hà ¤agen-Dazs held a 70% share of the super-premium ice cream market. When Hurley discovered that both Dari-Farms and Paul's were distributing Ben & Jerry's as well as Hà ¤agen-Dazs, he rang both Dennis Silva and Chuck Green. Although Ben & Jerry's still had only a tiny share of the market compared to Hà ¤agen-Dazs, Hurley was determined that the distributors he used were not going to help a competitor.â€Å"We didn't say to the distributor ‘You can't carry Ben & Jerry's. We asked them to make a choice'† said Hurley. â€Å"We just told them [Silva and Green] that they couldn't sell Ben & Jerry's and Hà ¤agen-Dazs. † This ‘it's us or them' ultimatum took the two distributors by surprise and it presented a distressing dilemma. â€Å"We were just stunned at this comment coming from Hà ¤agen-Dazs, this huge company where we were selling trailer loads of ice cream, versus this minuscule amount of Ben & Jerry's we were selling† said Chuck Green of Paul's Distribution. â€Å"They had drawn this line in the sand saying that we had to make a decision.†When Ben and Jerry heard of Hurley's threat, they arranged a meeting with the distributors to discuss the situation. In view of the potential of Ben & Jerry's, neither distributor wanted to stop taking their products, but at the same time, the thought of having Hà ¤agen-Dazs withdraw their supply could prove very damaging indeed. The three parties agreed that they would need legal representation if they were to take on the might of Pillsbury and they chose Howie Fuguet, a business lawyer who had spent his professional life defending large organisations. Like Ben and Jerry, Howie was an eccentric.He was said to have cared little for his appearance and had holes in his shoes. He agreed that Pillsbury had behaved in a curious way and sent off a letter to them setting out the nature of Ben & Jerry's grievance. Protesting that Hurley had acted unfairly, Howie wrote to the Board of Pillsbury. â€Å"It would be wishful thinking on the part of your subsidiary's officers [Hà ¤agen-Dazs] to imagine that it can bully Ben & Jerry's, stifle its growth and cause it to roll over† wrote Howie. â€Å"Ben & Jerry's represents a cla ssic entrepreneurial success story and its owners are aggressive.Hà ¤agen-Dazs will have to learn to compete on their merits in the market place. That is the American way and that is what competition is all about. † Notwithstanding the apparent ‘correctness' of Ben & Jerry's case, the legal odds were clearly stacked against them. If they couldn't beat the ‘bullying' Hà ¤agen-Dazs through normal legal channels, then another weapon would be needed. The ‘dough boy' campaign The key move was to make Pillsbury the target of the campaign and not Hà ¤agen-Dazs; Pillsbury was bigger and had more to lose. Since the mid 1960s, the symbol of Pillsbury was the Pillsbury ‘dough boy'.The dough boy was used by Pillsbury in its advertising and other corporate communications and was a valuable symbol of the company's identity. So as to avoid the appearance of an ‘ice cream war’ between two competitors, Howie proposed that they attacked the Pillsbury comp any by specifically targeting the dough boy. Accordingly, the What's the dough boy afraid of? campaign was launched, intentionally designed to appear as a ‘David versus Goliath' conflict where a small company (Ben & Jerry's) had been unfairly treated by a large ‘bully' in the shape of Pillsbury.â€Å"We didn't really know a thing about PR. We were just trying to survive† said Ben Cohen. â€Å"If we were going to go down, we wanted to let as many people as we could know what was going on. [We wanted to say that] the reason why you can't find Ben and Jerry's on the shelf is because this big corporation [Pillsbury] is trying to prevent you, the consumer, from having a choice about what kind of ice cream you want to buy. † The campaign included T-shirts, bumper stickers, bill posters and other media which all bore the statement â€Å"What's the dough boy afraid of? â€Å".Jerry launched a one-man campaign outside the Pillsbury headquarters in Minneapolis, Min nesota and it wasn't long before the local television news programmes started carrying the story on a regular basis. This made the public sympathise with Ben & Jerry's, but also provided a lot of free publicity for the company and its products. From its 17-strong legal department, Pillsbury assigned Richard Wegener to ‘get rid of' the ‘Ben & Jerry problem'. Wegener quickly realised the size of the task facing Pillsbury. â€Å"The publicity became bigger than the dispute itself† said Wegener.The reputation of Pillsbury was at stake and Wegener sought to bring a rapid end to the controversy. Realising that the campaign had grabbed the public's attention and the sympathies were predominantly with Ben & Jerry's, Wegener advised Hurley to back down. Kevin Hurley was persuaded to sign an out-of-court settlement agreeing not to coerce any distributors. The campaign was over and Ben & Jerry's had won. The controversy not only ensured the defeat of Pillsbury, it also acted unwittingly as an enormous amount of publicity for the Ben & Jerry's brand.After the victory The success of Ben & Jerry's after the Pillsbury confrontation was marked. The distribution channels were widened still further until Ben & Jerry's ice cream was supplied through supermarkets, grocery stores, convenience stores, and food service operations, as well as through licensed ‘scoop shops’ (shops selling just their ice cream), franchised scoop shops, and company-owned scoop shops. By 1992, the company's turnover exceeded $130 million and it was on the verge of international development into the United Kingdom.In the super-premium ice cream sector, a number of new and distinctive product flavours were launched including ‘Milk chocolate ice cream and white fudge cows swirled with white chocolate ice cream and dark fudge cows,' ‘Chocolate comfort low fat ice cream,' ‘Mocha latte' and ‘Triple caramel chunk ice cream. ‘ In addition, non-ice cre am frozen desserts were introduced including a range of ice cream ‘novelties', frozen yoghurts and sorbets such as ‘Chunky Monkey frozen yoghurt – banana frozen yoghurt with fudge flakes and walnuts.'The Ben & Jerry's name and the company's reputation for quality meant that the new products became quickly adopted by the market. The personality of the founders helped to frame the company's culture and its mission. Two important statements were released which described the company's approach to its business. In 1988, the company stated that â€Å"We are dedicated to the creation and demonstration of a new corporate concept of linked prosperity. † This was articulated via its Philanthropy Statement and its Mission Statement.Ben & Jerry's Philanthropy Ben & Jerry's gives away 7. 5 percent of its pre-tax earnings in three ways: the Ben & Jerry's Foundation; employee Community action Teams at five Vermont sites; and through corporate grants made by the Director o f Social Mission Development. We support projects which are models for social change – projects which exhibit creative problem solving and hopefulness. The Foundation is managed by a nine member employee board and considers proposals relating to children and families, disadvantaged groups, and the environment.Mission Statement – Ben & Jerry's Ben & Jerry's is dedicated to the creation & demonstration of a new corporate concept of linked prosperity. Our mission consists of three interrelated parts: wTo make, distribute and sell the finest quality all-natural ice cream and related products in a wide variety of innovative flavors made from Vermont dairy products. wTo operate the Company on a sound financial basis of profitable growth, increasing value for our shareholders, and creating career opportunities and financial rewards for our employees.wTo operate the Company in a way that actively recognizes the central role that business plays in the structure of society by in itiating innovative ways to improve the quality of life of a broad community – local, national, and international. Underlying the mission of Ben & Jerry's is the determination to seek new and creative ways of addressing all three parts, while holding a deep respect for the individuals, inside & outside the company, and for the communities of which they are a part. Questions for students: 1.Identify the stakeholders that Ben & Jerry’s and Hà ¤agen-Dazs had in common at the time of the controversy. 2. Which of Donaldson and Preston’s view of stakeholders did Hà ¤agen-Dazs have at the time of the confrontation? Provide evidence from the case in your answer. 3. Which of Donaldson and Preston’s view of stakeholders did Ben & Jerry’s have in the case? Provide evidence from the case in your answer. 4. Comment upon the ethical behaviour of the two ‘sides’ of the Pillsbury dough boy campaign. Which side, if either, was right?

Malcolm X An International Treasure - 1736 Words

The people that share the same hardships often change the way they go about their lives. The suffering that they endure everyday often leads to a desire to make a change. Malcolm Little, better known as Malcolm X, suffered most of his life due to racism. The racism and discrimination he endured became so overwhelming that he decided to make a change and take action against white supremacy for blacks in America(Biography.com Editors). As an African-American, he and other African-Americans risked their lives to create a better life for themselves and the African-American race. The challenges that Malcolm X overcame and his success in his civil rights movement makes his life so significant. Malcolm X is an international treasure because he provided the African American community with confidence to fight against white supremacy. Surrounded by white supremacy, Malcolm Little experienced devastating losses that pushed him towards being independent. Little was born in a prejudiced society because his parents were active in anti-white-supremacist groups. His mother, Louise Norton, was apart of the Marcus Garvey Movement that preached all humans are equal; and his father, Earl Little, was very involved in the Universal Negro Improvement Association (Shabazz, Biography.com Editors). Following his parents’ is what helped him become the natural leader he was (Esposito). Due to his parents involvement in these anti-white-supremacist groups, his family was often attacked by groups likeShow MoreRelatedTheology in the Public Square: Reflections on Reinhold Niebuhr and Malcolm X in a Racially Charged America2155 Words   |  9 PagesTheology   in   the   Public   Square:       Reflections   on   Reinhold   Niebuhr   and   Malcolm   X   in   a   Racially   Charged   America    This paper reflects the theological implications of life in the public square from the perspectives of two theologians in a very racially charged US of the 1950/60’s.          One   can   conclude   from   the   Adamic   creation   account   that   God   created    humanityRead MoreLanguage On Every Scale : Steve Jobs1858 Words   |  8 Pagesforcefulness, he pushed the advancement of technology to the limit and is arguably the main person responsible for how far the world has progressed in about twenty years. 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