Major General Benedict Arnold in the American Revolution

Benedict Arnold V was born January 14, 1741, to successful businessman Benedict Arnold III and his wife Hannah. Raised in Norwich, CT, Arnold was one of six children though only two, he and his sister Hannah, survived to adulthood. The loss of the other children led Arnolds father to alcoholism and prevented him from teaching his son the family business. First educated at a private school in Canterbury, Arnold was able to secure an apprenticeship with his cousins who operated mercantile and apothecary businesses in New Haven. In 1755, with the French Indian War raging he attempted to enlist in the militia but was stopped by his mother. Successful two years later, his company departed to relieve Fort William Henry but returned home before seeing any fighting. With the death of his mother in 1759, Arnold increasingly had to support his family due to his fathers declining condition. Three years later, his cousins loaned him the money to open an apothecary and bookstore. A skilled merchant, Arnold was able to raise the money to buy three ships in partnership with Adam Babcock. These traded profitably until the imposition of the Sugar and Stamp Acts. Pre-American Revolution Opposed to these new royal taxes, Arnold soon joined the Sons of Liberty and effectively became a smuggler as he operated outside of the new laws. During this period he also faced financial ruin as debts began to accumulate. In 1767, Arnold married Margaret Mansfield, daughter of the sheriff of New Haven. The union would produce three sons before her death in June 1775. As tensions with London increased, Arnold increasingly became interested in military matters and was elected a captain in the Connecticut militia in March 1775. With the beginning of the American Revolution the following month, he marched north to take part in the siege of Boston. Fort Ticonderoga Arriving outside Boston, he soon offered a plan to the Massachusetts Committee of Safety for a raid on Fort Ticonderoga in northern New York. Supporting Arnolds plan, the committee issued him a commission as a colonel and dispatched him north. Reaching the vicinity of the fort, Arnold encountered other colonial forces under Colonel Ethan Allen. Though the two men initially clashed, they resolved their disagreements and captured the fort on May 10. Moving north, Arnold conducted a raid against Fort Saint-Jean on the Richelieu River. With the arrival of new troops, Arnold fought with the commander and returned south. Invasion of Canada Without a command, Arnold became one of several individuals who lobbied for an invasion of Canada. The Second Continental Congress finally authorized such an operation, but Arnold was passed over for command. Returning to the siege lines in Boston, he convinced General George Washington to send a second expedition north via the wilderness of Maines Kennebec River. Receiving permission for this scheme and a commission as a colonel in the Continental Army, he embarked in September 1775 with around 1,100 men. Short on food, hampered by poor maps, and facing degrading weather, Arnold lost over half his force en route. Reaching Quebec, he was soon joined by the other American force led by Major General Richard Montgomery. Uniting, they launched a failed attempt to capture the city on December 30/31 in which he was wounded in the leg and Montgomery killed. Though defeated at the Battle of Quebec, Arnold was promoted to brigadier general and maintained a loose siege of the city. After overseeing American forces at Montreal, Arnold commanded the retreat south in 1776 following the arrival of British reinforcements. Troubles in the Army Constructing a scratch fleet on Lake Champlain, Arnold won a critical strategic victory at Valcour Island in October which delayed the British advance against Fort Ticonderoga and the Hudson Valley until 1777. His overall performance earned Arnold friends in Congress and he developed a relationship with Washington. Conversely, during his time in the north, Arnold alienated many in the army through courts-martial and other inquiries. In the course of one of these, Colonel Moses Hazen charged him with stealing military supplies. Though the court ordered his arrest, it was blocked by Major General Horatio Gates. With the British occupation of Newport, RI, Arnold was sent to Rhode Island by Washington to organize new defenses. In February 1777, Arnold learned that he had been passed over for promotion to major general. Angered by what he perceived to be politically motivated promotions, he offered his resignation to Washington which was refused. Traveling south to Philadelphia to argue his case, he aided in fighting a British force at Ridgefield, CT. For this, he received his promotion though his seniority was not restored. Angered, he again prepared to offer his resignation but did not follow through upon hearing that Fort Ticonderoga had fallen. Racing north to Fort Edward, he joined Major General Philip Schuylers northern army. Battles of Saratoga Arriving, Schuyler soon dispatched him with 900 men to relieve the siege of Fort Stanwix. This was quickly accomplished through a use of ruse and deception and he returned to find that Gates was now in command. As Major General John Burgoynes army marched south, Arnold advocated aggressive action but was blocked by the cautious Gates. Finally receiving permission to attack, Arnold won a fight at Freemans Farm on September 19. Excluded from Gates report of the battle, the two men clashed and Arnold was relieved of his command. Ignoring this fact, he raced to the fighting at Bemis Heights on October 7 and guided American troops to victory. Philadelphia In the fighting at Saratoga, Arnold was again wounded in the leg he had injured at Quebec. Refusing to allow it to be amputated, he had it crudely set leaving it two inches shorter than his other leg. In recognition of his bravery at Saratoga, Congress finally restored his command seniority. Recovering, he joined Washingtons army at Valley Forge in March 1778 to much acclaim. That June, following the British evacuation, Washington appointed Arnold to serve as military commander of Philadelphia. In this position, Arnold quickly began making questionable business deals to rebuild his shattered finances. These angered many in the city who began collecting evidence against him. In response, Arnold demanded a court-martial to clear his name. Living extravagantly, he soon began courting Peggy Shippen, the daughter of a prominent Loyalist judge, who had previously attracted the eye of Major John Andre during the British occupation. The two were married in April 1779. The Road to Betrayal Angered by a perceived lack of respect and encouraged by Peggy who retained lines of communication with the British, Arnold began reaching out to the enemy in May 1779. This offer reached Andrà © who consulted with General Sir Henry Clinton in New York. While Arnold and Clinton negotiated compensation, the American began providing a variety of intelligence. In January 1780, Arnold was largely cleared of the charges levied against him earlier, though in April a Congressional inquiry found irregularities pertaining to his finances during the Quebec campaign. Resigning his command at Philadelphia, Arnold successfully lobbied for command of West Point on the Hudson River. Working through Andrà ©, he came to an agreement in August to surrender the post to the British. Meeting on September 21, Arnold and Andrà © sealed the deal. Departing the meeting, Andrà © was captured two days later as he returned to New York City. Learning of this on September 24, Arnold was forced to flee to HMS Vulture in the Hudson River as the plot was exposed. Remaining calm, Washington investigated the scope of betrayal and offered to exchange Andrà © for Arnold. This was refused and Andrà © was hung as a spy on October 2. Later Life Receiving a commission as a brigadier general in the British Army, Arnold campaigned against American forces in Virginia later that year and in 1781. In his last major action of the war, he won the Battle of Groton Heights in Connecticut in September 1781. Effectively viewed as a traitor by both sides, he did not receive another command when the war ended despite lengthy efforts. Returning to life as a merchant he lived in Britain and Canada before his death in London on June 14, 1801.

Critical Analysis Of Communication And Ethical Issues

CRITICAL ANALYSIS OF COMMUNICATION AND ETHICAL ISSUES IN THE SOUTHERN CROSS HEALTH SYSTEMS ! ! ! ! ! Author: Lareb. Azam. Cheema; Communication Consultant Authorised by: Southern Cross Health Systems’ Board of Directors Date completed: 25 September 2014 !1 ï ¿ ¼! TABLE OF CONTENTS EXECUTIVE SUMMARY 3 1. INTRODUCTION 4 2. CORPORATE IDENTITY AND CULTURE 5 2.1. CORPORATE IMAGE 5 2.2. CORPORATE CULTURE AND LEADERSHIP STYLES 5 2.3. CORPORATE SOCIAL RESPONSIBILITY 6 2.3.1. BRIBES 6 2.3.2. ROKEACH’S VALUE SYSTEM 7 3. INTERNAL COMMUNICATION 8 3.1. COMMUNICATION CHANNEL 8 3.2. TEAM MANAGEMENT 8 4. CONCLUSION 9 5. RECOMMENDATIONS 9 6. REFERENCE LIST 10 !2 ï ¿ ¼EXECUTIVE SUMMARY ! This report examines ethical and communication issues present in Southern Cross Health Systems. A critical analysis shall be provided on the unethical tactics used by CEO Bob Bieber, which include the issuing of bribes to Chinese officials as well as the unethical sales strategies used to promote pharmaceutical products to medical practitioners. Other issues of concern that have been created because of Bob Bieber include the division in the company based on the creation of the Southern Cross Pharma cup which has allowed a double standard to emerge. In addition, director of diagnostics division, Jacqueline Harris, has failed to create effective teams and has also failed to be an effective leader as meetings are not scheduled regularly. 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Sustainable Approach to Management

Question: You are to demonstrate your understanding and application of a sustainable approach to business management, including strategic planning, the value chain and CSR? Answer: Introduction Sustainable approach to business which is often referred to as Corporate sustainability is defined as an approach for creating a long term consumer as well as employee value through creation of green strategy which is aimed towards natural environment and considering each and every dimension related to the ways in which business operates in the social, cultural and economic environment. These strategies formulate the approach for the company to foster its longevity by way of transparency as well as proper employee development. The sustainable approaches towards business management has been termed as an evolution over the traditional phrases which describes the ethical corporate practices (Cran Field 2009). Phrases like CSR or Corporate Social Responsibility is continuously been used but has been superseded by a broader term of corporate sustainability. The two important principles on which sustainable approaches for the business has been based upon are. 1. It is a critical aspect for creating a long-term shareholder value in the increasingly resource constrained global environment. 2. These factors are associated with opportunities as well as risks which are very important for companies to address in the coming times. The megatrends pertaining to sustainability is changing the way in which business is being done and it is something which is having a measurable impact over the entire business structures. The long term challenges concerning the companies is in regards with the resource scarcity, demographic shifts as well as the climatic changes which are redefining several elements. These include the expectations of citizens, public policies, regulatory frameworks and largely the environment in which the business operates. To the positive side, these challenges are creating newer opportunities and creating newer risks which needs to be addressed in order to remain competitive in the coming decades. It is believed that the companies which are quick to anticipate and hence manage the current as well as future economic, environmental, as well as social opportunities are more likely emerge winners with competitive advantage over its competitors (Leuphana 2002). Thus the quality of companys strategy and management along with its performance in dealing with opportunities as well as risks derived our of economic, environmental as well as social developments could be quantified and hence used for identifying as well as selecting the leading companies for investment purposes. Sustainability approach and strategic planning Sustainability approach to business becomes strategic when it gets integrated with the fabric of organizational planning as well as the management process. The two areas where sustainability needs to be highlighted is organizational high level strategic themes and the strategic objectives which are strategic building blocks of the strategy. The strategic theme is referred to as the pillar of strategy which directly supports the achievements of mission and vision of any organization. A good strategic theme is not only a particular objective but is a linked set of objectives which touch each areas of the management. The entire set of linked objectives tell a story of the strategy and forms the basis of communicating the entire story to everyone in a consistent manner (UNEP n.d.). Most of the organizations today have a set of common strategic themes or focus areas which comprise of: Operational Excellence Product Innovation Strategic Partnering Sustainability is also a part of the entire theme which comes with 4 perspectives towards strategic planning: 1. As a part of financial standpoint, sustainability refers to being in the business and creating a good return for the investors 2. For customers and stakeholders, sustainability refers to the goal of satisfying as well as providing value for the increasing number of safety and the sustainability conscious customers. 3. As far as the process is concerned, sustainability refers to management of materials, energy, and waste in the best eco-efficient manner possible (CEDC 2013). 4. Lastly, for organizational capacity, sustainability is referred to as creation of culture which values sustainability and is reflected over the choices employees have to make each day. The second pillar i.e. Strategic Objectives are referred to as the building blocks of strategic themes which help in making strategy actionable for the employees. These objectives are expressed in a continuous set of improvement activities which are unique to each and every perspective as well as the strategic attitudes. All the strategic objectives are linked in a collective manner for forming a strategy map which shows how the objectives work together in an integrated manner, and cause as well as effect the fashion for achieving best strategic results related to the strategic themes (NBS n.d.). Sustainability and relation to the corporate culture Creation of strong focus on sustainability with corporate culture is believed to align the employees within an organization for developing eco-efficient products. It also facilitates making more partners with regulators and reducing the life cycle impact of the operations. Further, organizations are aided to build newer information technologies which help in tracking life cycle impacts in a far more effective manner. If companies are able to produce eco-efficient products, they would be able to provide value to increase the number of green customers in their markets which eventually would lead to increase in sales. This capability of partnering would enable the organizations to communicate in a proactive manner with the regulatory community and thus allow them to be an active player instead of responding in a reactive manner to directives. It would hence reduce the risks associated with the business to a considerable level (IISD n.d.). Additionally, ecologically safe products are expected to reduce the potential product liability risk which would have a positive impact over the cost of capital for any company. Hence, a reduced life cycle would mean that there is a substantial cost savings in terms of fuel, water, electricity and the waste disposal. Therefore, when the aspect of sustainability gets integrated in the corporate culture a firm would be able to increase its revenues, reduce the risks and further reduce the costs which eventually would lead towards profitability. Moreover, a company which is more conscious and shows efforts of creating as sustainable environment is more likely to attract its employees and meet their desired expectations. It helps in reduction of employee turnover and hence the costs involved in recruitment selection and training and development for the organization. Sustainability and its contribution to value chain of an organization Value Chain Sustainability is simply defined as environmental, social as well as economic impacts which encourages good governance practices in the entire life cycle of goods and services. The primary objective of creating this approach is to protect and grow a long term environmental, social and economic value for the stakeholders who are involved to bring products as well as services in the market. Today organizations are less known to undertake sustainability measures as a cost center. MNCs across the world are more inclined to take actions for improving the social as well as environmental impacts by their value chain (Air CCSE n.d.). It is expected that immense business value could be added as well as shared by comprehensive and integrated approaches for sustainable value chain. Some of the very important reasons which is usually common across organizations are: 1. Cost efficiencies: To work with suppliers and contractors both up and downstream for improving efficiencies in resource consumption. Further it requires them to drive out process inefficiencies which are a result to cost savings and helps to improve performance of the operations of the business. 2. Opening to new markets: The result of cost efficiencies offers the opportunity for growing to both the company and its suppliers. 3. Managing Risks: With creation of a clean and green value chain, regulatory, operational and reputational risks are easier to manage. 4. Sustainable Brand Equity: Both demands as well as expectations of external stakeholders including the regulators, investors, customers as well as civil societies has increased as they are expecting a much more responsible conduct and transparency from the organizations. Any kind of questionable act from the organizations in any of their life cycles could adversely impact the growth in sales, legal tangles and primarily the image of the organization (BSR 2013). Keeping in mind the above reasons, organizations need to develop and evolve in the direction to creating a better environment, better products and services. A socially conscious organization is more prone to get attracted by customers if it shows the amount of care they have for the societies, environment and needs. Sustainable Approach to Management and Corporate Social Responsibility At most of the bigger organizations, CSR forms an integral element for their reputation and a means to show their concerns towards the societies they cater to. However, for micro and small organizations, it is emerging as a key element of success where Corporate Social Responsibility is referred to as a pillar to Corporate Sustainability. It is believed that CSR as a social strand in tri-dimensional model of Corporate Sustainability. As put forward by Ebner and Baumgartner (2006), they recommend Sustainable Development at macro level while at micro level Corporate Sustainability encompasses the economic, ecological and social pillars. As per their research, CSR was modelled as a social pillar to Corporate Sustainability. Another research by Sharma and Rudd (2003) has pointed out that academicians who are studying Corporate Sustainability usually focus on environmental issues while the ones who study CSR focus on social and ethical issues. However, their theory argues around the point that Corporate Sustainability is a broader concept and the social aspects are incorporate within it. This reflects that it encompasses CSR as the social dimension of sustainable framework (SHRM n.d.). There is a division of study which has also presented some contrary arguments which has resulted in confusion at different levels. For instance, Gallego (2006) had explained CSR to be a tool for measuring Sustainable Development with respect to economic, social and environmental aspects. He had added that Corporate Sustainability gets measured by reporting of these aspects. However, on most occasions Sustainability has been used as a synonym for other concepts like Sustainable Developments and Corporate Social Responsibility (Upenn 2011). We can consider Sustainable approach to business management as a redefined version of Corporate Sustainability. However, as discussed above, there are certain differences among the two concepts. But in present environments where the business has gone dynamic to get the competitive edge, it seems evident that sustainable approach to management needs to be integrated with Corporate Social Responsibility. We could conclude and say that although, CSR an d sustainable approach to business management have been coined based on different philosophies at the early stages, they come with their own set of common issues. Both of them cover the social, economic and the environmental divisions (Harshakumari Sarvaiya Minyu Wu 2014). Conclusion After understanding the importance of sustainable approach to business management and its links with key dimensions of the growing processes and activities within the organization it is clear that corporate sustainability would be an integral part of company policies and strategies in the coming years. The relevance is pretty similar in the environment where business are growing more global than ever before. SMEs, micro sector companies or MNCs, each of them are preparing a separate set of policies to adhere by the increasing demands of sustainable operations within the business. A key stress has been laid upon implementing such strategies which are not against the sustainability dimension. The reason for such change in planning and importance is due to the fact that global customers have become more aware and competition has increased drastically. In order to survive each and every company has to ensure that it does not do any damage to the basic elements of the society, environment and the sentiments of its customers. References Cran Field 2009, Measuring Business Valueand Sustainability Performance, accessed on 22nd January 2015, Leuphana 2002, Concepts and Instruments for Sustainable Organisation Development, accessed on 22nd January 2015, UNEP A Life Cycle Approach: How Business uses it, accessed on 22nd January 2015, CEDC 2013, Advantages and disadvantages of the strategic management in the current economic context, accessed on 22nd January 2015, NBS, Embedding Sustainability in organizational Culture, accessed on 22nd January 2015, IISD, Business strategies for sustainable development, accessed on 22nd January 2015, Air CCSE, Supply Chain Sustainability, accessed on 22nd January 2015, BSR 2013, Achieving Sustainable Development through Value Chain, accessed on 22nd January 2015, SHRM, HRMs Role in Corporate Social and Environmental Sustainability, accessed on 22nd January 2015, Upenn 2011, Defining Corporate Social Responsibility: A Systems Approach For Socially Responsible Capitalism, accessed on 22nd January 2015, Harshakumari Sarvaiya Minyu Wu (2014), An integrated Approach for Corporate Social responsibility and Corporate Sustainability, Asian Social Science; Vol. 10, No. 17; 2014

Skeletal Muscle Physiology Frogs Human Subjects free essay sample

There Is a greater concentration of An+ f : there is a greater concentration of K* e . When the stimulus is delivered, the irremediably of the membrane at that point is changed; and c , initiating the deportation of the membrane. Almost as soon as the deportation wave has begun, a revitalization wave follows it across the membrane. This occurs as b . Revitalization restores the h of the resting cell membrane. The g Is (are) reestablished by I . 5 3 2 4 5. ElectricalChemical 6. A) latent phase, -3 masc., the interval from stimulus application until the muscle begins to shorten b) contraction phase, ?27 masc., the muscle fibers shorten c) relaxation phase, 110 masc. , the muscle fibers relax lengthen 7. 1) d 8. 1) rapid 2) lactic acid 3) more 10. The muscle become paralyzed flaccid, atrophy 11. As the load on a muscle Increases, Its strength of contraction also Increases until the muscle reaches maximal force generated. 12. The way the skeletal muscles attached to skeletal system makes them slightly trenched. We will write a custom essay sample on Skeletal Muscle Physiology: Frogs Human Subjects or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page By changing the length, the arrangement of myosin actinic is less optimal causing less favorable binding of Ca++ 14. Due to wave summation, the muscle will contract more rapidly. 15. Producing a steady Increase In muscle force by Increasing the # of active motor units 16. After prolonged activity, theres an accumulation of lactic acid depletion of ATOP, ion imbalances or tissue damage, hence the loss of the ability to contract, or muscle fatigue. Physique Skeletal Muscle Physiology (all) Actively 1 rerun all of the skeletal muscle fibers it innervates.Skeletal muscle twitch: 1 contractile response to a single AP Electrical stimulus: excitation of muscle contraction using electrical impulses. Latent period: the start of muscle contraction 2. Initiating a change in ion permeability that results in a graded deportation of the muscle plasma membrane 3. The entire process starting from the release of ACH that creates a graded potential leading to the end-plate potential, triggering events that results in the muscle interactions. 4.The latent period: time that elapses b/w the generation of an AP in a muscle cell the start of muscle contraction Contraction phase: starts at the end of the latent phase ends when muscle tension peaks Relaxation phase: time from peak tension until the end of muscle contraction. 5. It doesnt change. Results match predictions 6. Sodium ions move in the cell to bring about the membrane deportation. Activity 1 . Maximal voltage at which all skeletal muscle fibers are activated. Results match predictions 2.Each fiber in the muscle receives direct stimulation via a nerve ending 3. All of the skeletal muscle fiber are activated. Activity 3 1. Intensity: strength of stimulus Frequency: rate of delivery 2. This is trapper. The 2nd force is larger than the 1st force 3. Wave summation. The force keeps adding up when the muscle twitches dont fully relax. Results match 4. Continuous frequency of stimulations will achieve an active force of 5. G. Results match predictions 5. The more we have, the higher the force. Wave summation is about the rapid frequency.