Battle of Antietam - Outcome and Significance

Battle of Antietam - Outcome and Significance Dates: September 16-18, 1862 Other Names: Sharpsburg Location: Sharpsburg, Maryland. Key Individuals Involved in the Battle of Antietam: Union: Major General George B. McClellanConfederate: General Robert E. Lee Outcome: The result of the battle was inconclusive, but the north did win a strategic advantage. 23,100 casualties. Overview of the Battle: On September 16, Major  Gen. George B. McClellan  met General Robert E. Lee’s Army of Northern Virginia in Sharpsburg, Maryland. The next morning at dawn, Union Major General Joseph Hooker led his corps to mount a strong assault on Lees left flank. This began what would be the bloodiest day in all of American military history. Fighting occurred across a cornfield and around the Dunker Church. In addition, Union troops assaulted the Confederates at the Sunken Road, which actually pierced through the Confederate center. However, the Northern troops did not follow through with this advantage. Later, Union General Ambrose Burnsides troops got into the fight, croosing over Antietam Creek and arriving at the Confederate right.     At a crucial moment, Confederate General Ambrose Powell Hill, Jrs  division arrived from  Harpers Ferry  and counterattacked. He was able to drive back Burnside and save the day. Even though he was  outnumbered two-to-one, Lee decided to commit his entire army while Union Major General George B. McClellan sent in fewer than three-quarters of his army, which enabled Lee to fight the Federals to a standstill. Both  armies were able to consolidate their lines during the night. Even though his troops had suffered crippling casualties, Lee decided to continue to skirmish with McClellan throughout the day of the 18th, removing his wounded south at the same time. After dark, Lee ordered the withdrawal of his battered Army of Northern Virginia to across the Potomac into the Shenandoah Valley. Significance of the Battle of Antietam: The Battle of Antietam forced the Confederate Army to retreat back across the Potomac River. President Abraham Lincoln saw the significance of this and issued the famous Emancipation Proclamation on September 22, 1862. Source: CWSAC Battle Summaries

A Biography of Letizia Bonaparte - Napoleons Mother

A Biography of Letizia Bonaparte - Napoleons Mother Letizia Bonaparte experienced poverty and opulent wealth thanks to the actions of her children, the most famous of whom was Napoleon Bonaparte, the twice Emperor of France. But Letizia was no mere lucky mother profiting from a childs success, she was a formidable figure who guided her family through difficult, albeit often self made, situations, and saw a son rise and fall while keeping a relatively steady head. Napoleon might have been emperor of France and Europes most feared military leader, but Letiziawas still happy to refuse to attend his coronation when she was unhappy with him! Marie-Letizia Bonaparte (nà ©e Ramolino), Madame Mà ©re de Sa Majestà © lEmpereur (1804 - 1815) Born: 24th August 1750 in Ajaccio, Corsica.Married: 2nd June 1764 in Ajaccio, CorsicaDied: 2nd February 1836 in Rome, Italy. Childhood Born in the middle of the eighteenth century, August 1750, Marie-Letizia was a member of the Ramolinos, a low ranking noble family of Italian descent whose elders had lived around Corsica - and in Letizias case, Ajaccio - for several centuries. Letizias father died when she was five and her mother Angela remarried a few years later to Franà §ois Fesch, a captain from the Ajaccio garrison which Letizias father had once commanded. Throughout this period Letizia received no education beyond the domestic. Marriage The next phase of Letizias life began on June 2nd 1764 when she married Carlo Buonaparte, the son of a local family with similar social rank and Italian descent; Carlo was eighteen, Letizia fourteen. Although some myths claim otherwise, the couple certainly didnt elope on a lovesick whim and, although some of the Ramolinos objected, neither family was overtly against the marriage; indeed, most historians agree that the match was a sound, largely economic, agreement which left the couple financially secure, although far from rich. Letizia soon bore two children, one before the end of 1765 and another under ten months later, but neither lived for long. Her next child was born on July 7th 1768, and this son survived: he was named Joseph. Overall, Letizia gave birth to thirteen children, but only eight of those made it past infancy. On The Front Line One source of family income was Carlos work for Pasquale Paoli, a Corsican patriot and revolutionary leader. When French armies landed in Corsica during 1768 Paolis forces fought an, initially successful, war against them and, in early 1769, Letizia accompanied Carlo to the front line - at her own behest - despite her fourth pregnancy. However, the Corsican forces were crushed at the battle of Ponte Novo and Letizia was forced to flee back to Ajaccio through mountains. The incident is worth noting, for shortly after her return Letizia gave birth to her second surviving son, Napoleon; his embryonic presence at the battle remains part of his legend. Household Letizia remained in Ajaccio for the next decade, bearing six more children who survived into adulthood - Lucien in 1775, Elisa in 1777, Louis in 1778, Pauline in 1780, Caroline in 1782 and finally Jerome in 1784. Much of Letizias time was spent caring for those children who remained at home - Joseph and Napoleon departed for schooling in France during 1779 - and organising the Casa Buonaparte, her home. By all accounts Letizia was a stern mother prepared to whip her offspring, but she was also caring and ran her household to the benefit of all. Affair with Comte de Marbeuf During the late 1770s Letizia began an affair with the Comte de Marbeuf, Corsicas French military governor and a friend of Carlos. Although there is no direct evidence, and despite the attempts of some historians to argue otherwise, the circumstances make it quite clear that Letizia and Marbeuf were lovers at some point during the period 1776 to 1784, when the latter married an eighteen year girl and began to distance himself from the, now 34 year old, Letizia. Marbeuf may have fathered one of the Buonaparte children, but commentators who claim he was Napoleons father are without any foundation. Fluctuating Wealth / Flight to France Carlo died on February 24th 1785. For the next few years Letizia managed to keep her family together, despite numerous sons and daughters scattered across France in education and training, by running a thrifty household and persuading notoriously ungenerous relatives to part with money. This was the start of a series of financial troughs and peaks for Letizia: in 1791 she inherited large sums from Archdeacon Lucien, a man who had lived on the floor above her in the Casa Buonaparte. This windfall enabled her to relax her grip on household tasks and enjoy herself, but it also enabled her son Napoleon to enjoy quick promotion and enter into the turmoil of Corsican politics. After turning against Paoli Napoleon suffered defeat, forcing his family to flee for the French mainland in 1793. By the end of that year Letizia was lodged in two small rooms at Marseilles, relying on a soup kitchen for food. This sudden income and loss would, you can speculate, colour her views when the family rose to great heights under the Napoleonic empire and fell from them with equally spectacular speed. Rise of Napoleon Having plunged his family into poverty, Napoleon soon saved them from it: heroic success in Paris brought him promotion to the Army of the Interior and considerable wealth, 60,000 francs of which went to Letizia, enabling her to move into one of Marseilles best homes. From then until 1814 Letizia received ever greater riches from her son, especially after his triumphant Italian campaign of 1796-7. This lined the elder Bonaparte brothers pockets with considerable riches and caused the Paolistas to be expelled from Corsica; Letizia was thus able to return to the Casa Buonaparte, which she renovated with a massive compensatory grant from the French government. The Wars of the 1st / 2nd / 3rd / 4th / 5th / 1812 / 6th Coalition Mother of the Emperor of France Now a woman of great wealth and considerable esteem, Letizia still attempted to control her children, remaining able to praise and chastise them even as they became kings, princes and emperors. Indeed, Letizia was keen that each should benefit equally from the Bonapartes success, and each time he bestowed an award on one sibling Letizia urged him to restore the equilibrium with awards to the others. In an imperial story full of wealth, battles and conquest, there is something warming about the presence of the imperial mother still making sure the siblings divided things equally, even if these were regions and people had died to gain them. Letizia did more than simply organise her family, for she acted as unofficial governor of Corsica - commentators have suggested that nothing major occurred without her approval - and oversaw the Imperial Charities. Snubbing Napoleon However, Napoleons fame and wealth was no guarantee of his mothers favour. Immediately after his imperial accession Napoleon granted titles to his family, including that of Prince of the Empire for Joseph and Louis. However, Letizia was so chagrined at hers - Madame Mà ¨re de Sa Majestà © lEmpereur (or Madame Mà ¨re, Madam Mother) - that she boycotted the coronation. The title may well have been a deliberate slight from son to mother over family arguments and the Emperor tried to make amends a year later, in 1805, by giving Letizia a country home with over 200 courtiers, high-ranking servants and vast sums of money. Madame Mre This episode reveals another side of Letizia: she was certainly careful with her own money, but willing to spend that of her children and patrons. Unimpressed with the first property - a wing of the Grand Trianon - she had Napoleon move her into a large seventeenth century chateau, despite complaining at the opulence of it all. Letizia was exhibiting more than an innate miserlyness, or using the lessons learnt from coping with her free-spending husband, for she was preparing for the potential collapse of Napoleons empire: My son has a fine position, said Letizia, but it may not continue for ever. Who knows whether all these kings wont some day come to me begging for bread? (Napoleons Family, Seward, pg 103.) Refuge in Rome Circumstances did indeed change. In 1814 Napoleons enemies seized Paris, forcing him into abdication and exile on Elba; as the Empire fell, so his siblings fell with him, losing their thrones, titles and parts of their wealth. Nevertheless, the conditions of Napoleons abdication guaranteed Madame Mà ¨re 300,000 francs a year; throughout the crises Letizia acted with stoicism and gentle bravery, never rushing from her enemies and marshalling her errant children as best she could. She initially traveled to Italy with her half brother Fesch, the latter gaining an audience with Pope Pius VII during which the pair were granted refuge in Rome. Letizia also exhibited her head for sensible finances by liquidating her French property before it was taken from her. Still showing parental concern, Letizia traveled to stay with Napoleon before urging him to embark on the adventure which became the Hundred Days, a period when Napoleon regained the Imperial Crown, hurriedly re-organised France and fought the most famous battle in European History, Waterloo. Of course, he was defeated and exiled to distant St. Helena. Having traveled back to France with her son Letizia was soon thrown out; she accepted the protection of the Pope and Rome remained her home. Post Imperial Life Her son may have fallen from power, but Letizia and Fesch had invested considerable sums during the days of Empire, leaving them wealthy and ensconced in luxury: she brought the Palazza Rinuccini in 1818 and installed within it a large number of staff. Letizia also remained active in her familys affairs, interviewing, hiring and shipping staff out to Napoleon and writing letters to secure his release. Nevertheless, her life now became tinged with tragedy as several of her children died young: Elisa in 1820, Napoleon in 1821 and Pauline in 1825. After Elisas death Letizia only ever wore black, and she became increasingly devout. Having lost all her teeth earlier in life Madame Mere now lost her sight, living many of her final years blind. Death / Conclusion Letizia Bonaparte died, still under the protection of the Pope, in Rome on February 2nd 1836. An often dominant mother, Madame Mà ¨re was a pragmatic and careful woman who combined an ability to enjoy luxury without guilt, but to also plan ahead and live without exorbitance. She remained Corsican in thought and word, preferring to speak Italian instead of French, a language which, despite almost two decades living in the country, she spoke poorly and could not write. Despite the hatred and bitterness aimed at her son Letizia remained a surprisingly popular figure, probably because she lacked the eccentricities and ambitions of her children. In 1851 Letizias body was returned and buried in her native Ajaccio. That she is a footnote in the history of Napoleon is an enduring shame, as she is an interesting character in her own right, especially as, centuries later, it is often the Bonapartes who resisted the heights of grandeur and folly who endear. Notable Family:Husband: Carlo Buonaparte (1746 - 1785)Children: Joseph Bonaparte, originally Giuseppe Buonaparte (1768 - 1844)Napoleon Bonaparte, originally Napoleone Buonaparte (1769 - 1821)Lucien Bonaparte, originally Luciano Buonaparte (1775 - 1840)Elisa Bacciochi, nà ©e Maria Anna Buonaparte/Bonaparte (1777 - 1820)Louis Bonaparte, originally Luigi Buonaparte (1778 - 1846)Pauline Borghese, nà ©e Maria Paola/Paoletta Buonaparte/Bonaparte (1780 - 1825)Caroline Murat, nà ©e Maria Annunziata Buonaparte/Bonaparte (1782 - 1839)Jà ©rà ´me Bonaparte, originally Girolamo Buonaparte (1784 - 1860)

The Lottery by Shirley Jackson Essay Example | Topics and Well Written Essays - 750 words - 5

The Lottery by Shirley Jackson - Essay Example Through this short story, the author tries to explore incongruities that happen in people’s daily life thus examining humanity’s ability for wickedness and human kind weakness within a modern, well-known, American setting. In supporting this thesis by analyzing Jackson’s short story, this paper seeks to draw support by focusing on the use of symbolism, characterization, point of view, settings, and dialogue. The setting of the story is in a small village within which people have a close connection and the tradition has dominated. Through this setting, Jackson brings her point of view forth. Through the people’s habitual beliefs, the lottery is an annual event of stoning to death a victim of the winning ticket. This drawing has taken place for over 70 years and every member of the town has put it into practice. Using such a setting, it is evident that the author tries to bring forth how the people of this town are hypocrites and wicked. This town appears very mundane in which people know each other by names and people are very typical with ordinary names. In trying to use this setting, Jackson helps the reader understand that the extreme evils portrayed show how people are different from how they seem in spite of demonstrating a friendly atmosphere. Therefore, her point of view comes out clearly that, individuals need to understand each other even though they have lived together f or a while. Symbolism runs throughout the story, a literacy element that supports the thesis significantly. For instance, The Lottery is used as a symbolism of an event, deed, or a thought that is passed down across generations. Further, it turns to be an ordinary thing since it is unquestionably followed without minding their illogicality and how unethical it can be. In this village, the lottery has taken place for more that 70 years coming in June of every year (23).

The Major Historic Features and Origin of Florence City Research Paper

The Major Historic Features and Origin of Florence City - Research Paper Example The city architectural design was that of an army camp having major streets cardo and decumanus dissecting the city. It is located on coordinates 43 °47†²N 11 °15†²E and it’s relative to Milan City in Italy. As of July 2014, the total population was 379 180 (Jennifer pp. 42). Florence is the capital city of Tuscany, Italy besides being the province of Florence. Florence has had an integral role in Italian fashions being rated among top fifty fashion cities of the world. It also holds Italy economic and industrial prospects. The main language spoken in the City was and is still accepted is the Italian language. This is evident following diverse poets which origin can be traced from the Florence city. In fact, this led to the adoption of the Florentine dialect. Starting from early Middle Ages, the money in circulation in Florence which was mainly in form of gold florin contributed heavily in the development of the industries all over Europe as well as Bruges, Britain and Hungary. Particularly Florentine bankers brought into powers a number of English Kings during many years if war and even papacy (Jennifer pp 46). Medici, one of the world’s renowned noble family resided in Florence. Medici Lorenzo de’, was arguably Italy culturally and politically mastermind in the late 15th century. Clement V11 and Leo X, members of the Medici family were ordained as popes in the early 16th century. History recounts one of the daughters from Medici family who married King Henry II of France and took over power after his death. The reign of Medici family can be traced from 1569 when Cosimo Medici assumed power ending with the death of Gastone Medici 1737 (Jennifer pp 39). Florence is also known for its famous historic landmarks, monument and structures. Most of the historians bracket the city as Cradle of the Renaissance due to its legendary buildings, monuments and churches. One of the nostalgic places to residents and tourists is Santa Maria del Fiore, the dome Cathedral which was built by Filippo Brunelleschi.

Vouchers and School Choice - Opportunity for Success :: Argumentative Persuasive Topics

School Choice: Opportunity for Success For some parents, education is highly valued and they can afford high tuition, so they send their children to the private school. Other parents spend more money to move into a community where has good schools. We can call the situations stated above "school choice". However, what we talk here is not the "school choice"; there is another kind of school choice, which all parents can make and do not need to spend more money to move into another community. Generally speaking, children from the high SES family have better opportunities to get appropriate education and succeed in the society. On the other hand, children from the low SES family often face many difficulties in the educational process because of the financial problem and might get less support from their families. Therefore, in my opinion, this is the group that the government need to take care of. We need to provide children from the low SES family with opportunities as much as possible to help them succeed in the school and the society. One of the opportunities we can provide for those children is school choice. Some people argue that they pay high tax to provide quality education for their children, and others do not have the right to share with it. If we follow the system thinking, this belief is a fallacy because we can not separate one from others in a system. In the long run, school choice can create success for children from the low SES family. In other words, if we can help those children succeed in the school and society, they will produce less problems to the society, and we can build up a better environment for everyone. Furthermore, though people pay high tax, they still share the limited resources of the society and the country; they do not pay all what they should pay. There are the rich and poor in the society, and it somehow creates positive and negative cycles. That is, the rich can get better education and have good opportunities to succeed in the society. Vouchers and School Choice - Opportunity for Success :: Argumentative Persuasive Topics School Choice: Opportunity for Success For some parents, education is highly valued and they can afford high tuition, so they send their children to the private school. Other parents spend more money to move into a community where has good schools. We can call the situations stated above "school choice". However, what we talk here is not the "school choice"; there is another kind of school choice, which all parents can make and do not need to spend more money to move into another community. Generally speaking, children from the high SES family have better opportunities to get appropriate education and succeed in the society. On the other hand, children from the low SES family often face many difficulties in the educational process because of the financial problem and might get less support from their families. Therefore, in my opinion, this is the group that the government need to take care of. We need to provide children from the low SES family with opportunities as much as possible to help them succeed in the school and the society. One of the opportunities we can provide for those children is school choice. Some people argue that they pay high tax to provide quality education for their children, and others do not have the right to share with it. If we follow the system thinking, this belief is a fallacy because we can not separate one from others in a system. In the long run, school choice can create success for children from the low SES family. In other words, if we can help those children succeed in the school and society, they will produce less problems to the society, and we can build up a better environment for everyone. Furthermore, though people pay high tax, they still share the limited resources of the society and the country; they do not pay all what they should pay. There are the rich and poor in the society, and it somehow creates positive and negative cycles. That is, the rich can get better education and have good opportunities to succeed in the society.

Executive and managerial planning for Bosch-Kazakhstan Essay

The founder of the Bosch Group, Robert Bosch , described an important value of the HR philosophy of the company:† It is my intention, apart from the alleviation of all kinds of suffering, to promote the moral, physical and intellectual development of the people† which is greatly integrated into the employee development in the Bosch. Based on the company international executive and managerial planning and country-specific situation, this article will plan and reason the number in a chart for the future eight-year executive and managerial planning in Kazakhstan. An action plan related to the managerial staffing target will be provided. The EMP of the Bosch Group for Kazakhstan, a country with relatively small population and only 4 percent of the population holds a university degree, met four main problems. 1) The labor market for qualified and specialists is very small. 2) The production sites are located in rural places which are hardly attractive to qualified employees. 3) There is growing demand of expatriates for the diesel site. 4) Russian is used in everyday business by most of the people in Kazakhstan. In order to resolve these problems, the human resource manager has to make a plan according to the Bosch employee development scheme. In Bosch, the first typical staffing policy is that the managerial promotion of employees is mainly from within Bosch rather than from outside. For this principal, most of the employees of the manager level in Kazakhstan should be expatriates. Second, the Bosch headquarter constructed a complete and functional promotion procedure for the development of employees called â€Å"manager development plan† (MDP). Employees with outstanding performance in Kazakhstan will be systematically prepared for the next management level. Third, the promotion is directly connected with mobility potential as well as willingness to take on international assignment. This means the work experience in Kazakhstan will be helpful to career advancement. As a result, in spite of the tough work condition in Kazakhstan, these international HR management policies facilitates not only on company business side but also on employees’ development side. Based on the policies and Kazakhstan specific situation, I develop an executive and managerial planning chart for future eight years. Executive and Managerial Planning Kazakhstan This chart is separated into two periods. The first four years from 2007 to 2010 which focus on the input stemming from growing business planning of the diesel division. The second four years from 2011 to 2014 is more stable and more succession planning. So you may see in the chart that staffing needs 2011-2014 are mainly due to replacement rather than further growth. Staffing sources, as a result, are mostly expatriates and local MDP members but not new hire from outside the company. For example, the middle managers 2011-2014 are mainly comprised of expatriates from headquarter or cross-division assignments and the local MDP members who are promoted from lower managers in 2007-2010 and no external hires for middle management because of no growth 2011-2014. Then I will analyze the staffing sources in detail for four main reasons: 1. External hires are mainly from qualified local people who meet the requirement of the lower management level, are familiar with local condition and have language strengths. At the same time, compare with the other sources, they are low cost. However, the qualified and specialists in Kazakhstan is very small, external hires are limited and not as many as expatriates in low management level. In order to solve this problem, we can hire people from Russia, located close to Kazakhstan and share the same business language. I set a few external hires in the middle management level 2007-2010 because there still has a few local talented people who have the same international managerial experience and more familiar with Kazakhstan’s culture and situations. 2. All of junior managers  (JUMP) are set in lower management level. Since the case mentioned that the goal of the program is to recruit junior managers with the potential to assume a middle management position in 6-8 years. They stay in Kazakhstan for about six-month (short-term) to train a common set of worldwide standards, experiences and activities and then go back to Germany. 3. For local MDP members who show an above-average development potential and have already been familiar with both local environment and company cores are more likely to get the position of middle and upper management level than of lower management level. The target of the MDP candidates is to promote into the next management level in no more than four years (long-term). Some of the local MDP members in middle management level 2011-2014 are from those of lower management level 2007-2010. For upper management level, local MDP members are the ideal choices for all aspects such as capability, experience and environment familiarity. 4. Because labor market for qualified and specialists in Kazakhstan is very small and the rural locations hardly attract local employees, more expatriates are needed than other sources in lower management level. For example, it is a good opportunity for associates and supervisors who performed well from headquarter and divisions to gain managerial experience outside. In addition, expatriates show more loyalty to the company which is good for organizational control. Expatriates stay in Kazakhstan at least eighteen-month (middle-term) to meet the demand of technical shortage. However, they are not the best person for upper level because of the language and familiarity concerns. Action plan 1) External hires: qualified employees from local and neighbor states In order to attract local employees as many as possible, the Bosch can offer them higher compensation compared with local companies. Local candidates can also attend training with other expatriates to broaden their vision. In addition, due to the little mobility, local employees are more suitable for long-term work in their home country. Personnel exchange to other country is not necessary. 2) Programs (JUMP): According to talent management policy, the target for junior managers’ work in Kazakhstan is to increase their managerial skills and experience. Six-month rotation arrangement for each batch of JUMP is preferred. In my  plan, about two to three junior managers will be transferred to Kazakhstan semi-annually within future eight years. Training focusing on managerial practice and work under middle managers should be provided for the purpose of worldwide standards. 3) Local MDP members: Most of local MDP members are from Germany who had outstanding performances in headquarter and worked in Kazakhstan for couple of years. They need to stay in Kazakhstan for about four years (long-term) in order to promote into the next management level. Culture awareness programs and language training are necessary before the international assignment. 4) Expatriates: employees and managers from headquarter and divisions A majority of these expatriates are assigned due to technical, process expertise and management experience. For the first four years, part of the personnel needs is due to the fast growth of diesel division. Expatriates have to stay in Kazakhstan for 3 years. For the smooth transition, new expatriates to Kazakhstan should be separated into small batches to match the expatriates’ return and retirement. After assignment’s completion, they will go back to headquarter or their home countries. Culture awareness programs and language training are provided in advance.

Consumer Advertising And The Promotion Of Information Essay

Canada draws a distinction between direct-to-consumer advertising and the promotion of information through direct-to-consumer information (DTCI). DTCI aims to build consumer confidence that the information being relayed is informative and factual rather than for the purpose of promotional advertisement (Bà ©lisle-Pipon 259). It allows for the promotion of help-seeking and reminder advertisements but not product claim advertisements, in contrast to its permissible use in the United States. Reminder advertisements are classified as DTCA and help-seeking advertisements are considered as DTCI. In Canada, DTCA is regulated by Health Canada. According to Canada’s Food and Drugs Act, an advertisement cannot â€Å"make any representation other than with respect to the brand name, proper name, common name, price and quantity of the drug† (Bà ©lisle-Pipon 259). 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