Floods in India Essay Example for Free

Floods in India Essay Floods are caused by weather phenomena and events that deliver more precipitation to a drainage basin than can be readily absorbed or stored within the basin. Acre-foot. Volume of water required to cover 1 acre of land (43,560 square feet) to a depth of 1 foot; equivalent to 325,851 gallons. Cubic feet per second (ft? /s). A unit of measurement expressing rates of  discharge. One cubic foot per second is equal to thedischarge  of a stream of rectangular cross section, 1 foot wide and 1 foot deep, flowing water an average velocity of 1 foot per second. Equivalent to 448. 8 gallons per minute. Discharge. Rate of flowa volume of fluid passing a point per unit time, commonly expressed in  cubic feet per second, million gallons per day, or gallons per minute. Drainage basin. A part of the surface of the Earth that is occupied by a drainage system, which consists of a surface stream or a body of impounded  surface water  together with all tributary surface streams and bodies of impounded  surface water. Land area drained by a stream or river. Flash flood. The result of heavy or excessive amounts of rainfall within a short period of time, usually less than 6 hours, causing water to rise and fall quite rapidly. Flood. An overflow or inundation that comes from a river or other body of water and causes or threatens damage. Any relatively high  streamflow  overtopping the natural or artificial banks in any reach of a stream. Flood frequency. Refers to a flood level that has a specified percent chance of being equaled or exceeded in any given year. For example, a 100-year flood occurs  on average  once every 100 years and thus has a 1-percent chance of occurring in a given year. Flood plain. A strip of relatively flat-lying land that borders a stream and is underlain by sediment carried by the stream and dropped in the slack water beyond the influence of the swiftest current. Flood stage. The  stage  at which overflow of the natural  streambanks  begins to cause damage in the reach in which the elevation is measured. Flood stages for each USGS gaging station are usually provided by the National Weather Service. Gage datum. An arbitrary datum plane that is established for a particular gaging station to which water-surface elevations can be compared. Gage height. See  Stage. Gaging station. A site on a stream, canal, lake, or reservoir where systematic observations of gage height or waterdischarge  are obtained by a gage, recorder, or similar equipment. Peak stage. The maximum height of a water surface above an established datum. Same as peak gage height. Precipitation. Rain, snow, hail, or sleet. Real-time data. Data collected by automated instrumentation and telemetered and analyzed quickly enough to influence a decision that affects the monitoring system. Recurrence interval. The average interval of time within which the magnitude of a given event, such as a flood, will be equaled or exceeded one time. Stage. The height of a water surface above an established datum. Used interchangeably with gage height. Streambank. The margins of a stream channel. Banks are called right and left as viewed facing the direction of flow. Streamflow. The discharge or flow that occurs in a natural channel. Although the term discharge can be applied to the flow of a canal, the word streamflow uniquely describes the discharge in a surface stream course. Surface runoff. That part of the runoff that travels over the soil surface to the nearest stream channel. It also is defined as that part of the runoff of a drainage basin that has not passed beneath the surface following precipitation. Surface water. Water on the surface of the Earth. Water year. The water year deals with the surface-water supply for a 12-month period, October 1 through September 30. The water year is designated by the calendar year in which it ends and which includes 9 out of the 12 months. Thus, the year ending September 30, 1999, is called the 1999 water year. NOTE:  Some definitions were excerpted from other sources. Terms 1. Current and historic stream water levels are reported as stage above a gage datum or as water-surface elevation above sea level. which is the addition of the stage to the gage datum.

Good Managers Are Born Not Made Management Essay

Good Managers Are Born Not Made Management Essay The key to a successful organization is said to lie within a good manager. It is in fact the effectiveness of this manager and the qualities that they possess that are vital to the development and preservation of an efficient management system within a corporation. The question remains however, as to whether or not these good managers are born, if they possess qualities that will mould them into fantastic leaders of the future. Or are they made? Is it possible to develop and acquire the necessary skills to become the good manager a successful organization needs? It should first be acknowledged that leaders and managers are often referred to assuming they are the exact same thing however, there are some differences that need to be clarified. There is often some confusion due to the fact that it is particularly difficult to define a manager because a universally accepted definition does not exist. According to Tripathi, (2008, p.2) a manager is one who contributes to the organisations goals indirectly by directing the efforts of others-not by performing the task himself. Leadership and management are closely interrelated because if you are a manager of an organization, you are in essence the most important leader (Kouzes Posner 2010, p.338). The most obvious distinction between a leader and a manager lies within what leadership refers to. Leadership does not refer to a position at the top of an organization and just because a manager holds that specific position, it does not mean they are leading. Leaders have willing followers where their right to lead is earned from those followers through their influence. They intend to make change using their personal power and cannot use coercion but instead inspire with their vision (Huth 2001). A manager on the other hand, must hold the authority to achieve results through other people whereby their right to manage is granted by ownership. Managers must be in a position of power where they can use coercion and coordinate activities (Huth 2001). However, nobody can deny that one compliments the other. It could appear that based on the above one could quite possible be born a leader but not a manager, although this can also be disputed. Kouzes and Posner (2010, p.339) consider it a myth that the noti on of leadership is reserved for those lucky enough to be born with it. Leadership is, an observable set of skills and abilities (Kouzes Posner 2010, p.338). Therefore the query still remains as to whether a good manager can be made; it may just be that a good manager must also be required to possess good leadership skills. There are surely many corporations that still value the theory that: Good managers are born not made, however the common organizational failures that can be detected within many individual companies suggest that this theory is in fact flawed. Werner and DeSimone (2006, p.441) suggest that management development is a huge way to increase the effectiveness of managers within an organization. Werner and DeSimone (2006, p.441) make a strong point emphasizing that even though according to popular belief the ability to manage is an inborn capability, there is a contemporary view that the KSAOs (knowledge, skills, abilities and other characteristics) which all work to develop an effective manager can be learned or acquired. Nonetheless, before touching on how companies can establish a new found understanding on developing effective management within an organization, the notion of management development must firstly be explained. Werner and DeSimone (2006, p.441) defined management developme nt as: An organizations conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization. The definition above supports the notion that management development should be seen specific to a particular organization. This is due to the fact that each organization is unique and should aim to develop individuals into effective managers within the context of the particular organization. In addition, the entire idea behind management development is the fact that employees are granted the opportunity to learn, grow and improve. Therefore when you refer this back to the ability to further develop ones skills, according to Werner and DeSimone (2006, p.441) it assists managers in learning how to learn. The authors also indicate that management development is made up of three components: (1) management education, (2) management training, and (3) on-the-job experiences (Werner DeSimone 2006, p.442). It is these very components that Werner and DeSimone believe strongly contribute to the development of an effective manager. Williamson (2006) concurs that on the job experience is one of the most significant learning curves. According to Williamson (2006) an effective manager is made up of a range of skills that go beyond the misconception that the sole role of a manager is to tell people what to do. Williamson (2006) made a list of characteristics and skills that are necessary for a manager to possess to therefore be effective. Some of these skills and characteristics include; being knowledgeable by understanding the goals and objectives of the company. Understanding the expectations you must meet along with the goals and objectives. Appreciating and understand the value of their team, being empathetic and knowing how to manage their time and use their time efficiently, passing those skills onto their team. All of the above are examples of skills that are gained through training and through experience, in conjunction with the components of Werner and DeSimone. A good manager is required to work hard and pour a lot of effort into his job experience to extract the necessary lessons from each experience, learning and growing. There is disagreement amongst management writers about the classification of managerial functions however Tripathi (2008, p.3) classifies the functions into six types; Planning, Organising, Directing, Controlling, Innovation and Representation. Planning is the function that determines what should be done, preparing for the future. Organising refers to providing the business with everything useful to its functioning including, personnel, raw materials, tools, capital. Furthermore Tripathi (2008, p.3) includes staffing as a function within Organising whereby the manager attempts to find the right person for each job. Just by taking these two functions as an example it can be noted that life and work experience play a huge part in the development of an effective manager. One cannot be born with the knowledge to understand the needs of an organisation nor can they have the experience to judge a persons capabilities and allocate them the appropriate job. These capabilities are acquired and developed over time. There will always be the belief that good managers are born and in fact not made, because they hold the ability to manage which is something innate and cannot be imparted by training.

Tourism Analysis Of Disneyland Resort Paris

Tourism Analysis Of Disneyland Resort Paris Disneyland Resort Paris (formerly known as Euro Disney) is the fourth of the Walt Disney theme parks, built to follow the success of Disneyland in California, Walt Disney World in Florida, and Tokyo Disneyland in Japan. It is located in central France, making it accessible by a two-hour plane flight to more than 300 million people. Disneyland Paris is a holiday and recreation resort in Marne-la-Vallà ©e, a new town in the eastern suburbs of Paris, France. The complex is located 32 kilometers (20 mi) from the centre of Paris and lies for the most part on the territory of the commune of Chessy, Seine-et-Marne. After Tokyo Disneyland opened to great success in 1983, the executives of the Walt Disney Company began plans for a European extension. The company considered many possible locations, but soon chose Marne-la-Vallee, a French town, as the site. Disney CEO Michael Eisner signed the first contract with the French government in 1985, and construction on Euro Disney began in 1988. Th e information center Espace Euro Disney opened in 1990, keeping the public informed about the ongoing work. The park opened in April 1992, and although 500,000 visitors were expected, only 50,000 came. For the first three years, the park reported large financial losses. Attendance was poor, employees reported high dissatisfaction and the French press grew more appalled at the presence of an America-centric park in their country. In 1994, the park was renamed Disneyland Resort Paris in order to dissociate it from the negative press surrounding Euro Disney. In 1995, Space Mountain was added to the parks attractions, and the park turned its first-ever profit. The park is still dubiously profitable. Even with much of its debt written off, the company reports billion-dollar deficits: specifically, $2 billion in 2007. However, in 2008, the park was the most-visited attraction in Europe and reports more than 15 million visitors every year receiving more visitors than the Louvre and the Eif fel Tower combined (Christian Sylt, The Independent, 2008). Why was Euro Disney performing poorly during its first year of operation? Recommend and propose strategies and suggestions to improve the situation? Michael Eisner, CEO of the Walt Disney World Company, once said, Fantasy is very hard work. Eisner was referring to the intensive labor that goes on behind-the-scenes within the Disney Company to create the magic and fantasy which have become synonymous with the Disney brand. From the founders humble beginnings (Walter Elias Disney) creating animated cartoons in the 1920s, to the multi- facetted corporation Disney has developed into, hard work has always been the key ingredient to the success of this entertainment empire. However, hard work does not always lead to success, especially when international expansion occurs. On April 12, 1992, Disney officially opened Euro Disney, a $4 billion USD, and 4,400 acre resort located in Marne- la-Vallà ©e, France. Despite over 7 years of planning and countless hours of research, Euro Disney quickly developed in one of the most costly mistakes in company history. In the first 2 years of operation, Euro Disney lost close to $1.03 billion USD and was forecasted to lose approximately $1 million USD a day for the foreseeable future (Lyn Burgoyne, Euro Disneyland Venture, 2001). The main reason why Euro Disney performed poorly during its first year of operation was due to several factors such as European recession, Cultural differences and Marketing. Just as Euro Disney opened, Europe was in the middle of an economic slump. Disney felt that they could overcome this issue however; High interest rates and the devaluation of several currencies against the Franc caused Europeans to have little spending power at that time. That results in a reduction in disposable income among the French population. Many of the other countries in Europe were experiencing a similar downward slope during the period. Disney did not anticipate the huge differences between themselves as consumers and the Europeans especially the French. The entire resort was designed along the same guidelines as the original Disneyland (Rohese Taylor, Disneyland Paris Case Study, 2000). Much of the reasoning behind this strategic approach can be attributed to the success Disney had with the opening of Tokyo Disneyland. According to (Marty Sklar, Vice Chairman and Principle Creative Executive of Walt Disney Imagineering), The Japanese told us from the beginning, Dont Japanese us. What that meant was, we came here for Disney. We came here for America. Dont give us Japan, we know Japan. Disney determined that the Europeans would want the same as the Japanese an Americanized Disneyland. However, the general sentiment among the French was one of indignation at what some called cultural imperialism. Therefore, Euro Disney was not accepted among the European culture. Euro Disney was marketed incorrectly to both the consumers and the media. The views of the French were not considered when marketing strategies were created. The resort was marketed in the American-style of à ¢Ã¢â€š ¬Ã‚ ¦bigness and extravagance. Instead, Euro Disney should have concentrated on the emotional aspect, marketing that guest would have a unique, extraordinary experience they would not forget (Lyn Burgoyne, Walt Disney Companys Euro Disneyland Venture, 2001). To improve the situation, there is a need for Disney to take control of the management decisions and analyzing issues and problems based on their own practice and not to use some team to analyze the problem and have it presented that is way outside the management. Thus, there is also the imperative need to understand and execute appropriate plan of actions that will bridge the gap of culture difference such as knowing what are the characteristics and attitudes of the European people in terms of the nature of business considering what will work on both sides and achieve good marketing strategies that would have connection to promotion and advertising process. The fact that marketing issues was present, it may be proper for Disney to consider strategies that will cater to resolving such issues and probably focus on useful market tactics. The Euro Disney should implement marketing mix strategies which are the price, product, place and promotion. Promotional discounts for families on weekends will fit in to the European culture and planning more ways on how to make business better despite of business conflicts will cater to resolving those issues. Furthermore regarding the environment and location factors, Disney can choose such locations that have strong sales magnet, something that sales and profits are manageable and that possibly, Disney can opt for transfer of Euro-Disney location considering that all aspects of costs and expenses have to be minimal and does not overspend the resources and the need for a justifiable budget is important as high risks within the management and its process may be evident any time. Moreover, Disney can impl ement and apply flexible labor systems that will be adaptable to the situation, and is accepted by the French laborers and thus, the need also to cut down costs and manage risks and small changes properly to have balance of business. Question 2 To what degree do you consider that these factors were a) foreseeable and b) controllable by either Euro Disney or the parent company, Disney? The factors that played into the unsuccessful first year for Euro Disney could easily be foreseen by either euro Disney or the parent company. The same goes to the factor that Euro Disney and its parent company is controllable. It is evident that French has develop a sense of hostility towards the plans as it was stated in the case study, that they did not want American imperialism invading their country and culture. The worse thing is that Euro Disney worked in the arrogant nature of the American thinking. In this I mean, they expected the Europeans to act as Americans and thrive over this newly designed theme park, thus making things a lot worse. (John Graham, International Marketing, 2002) stated that Paris theater director Arianne Mnouchkin became famous for her description of Euro Disney as a Cultural Chernobyl. In the case study, it was also stated that in the fall of 1989, during a visit to Paris, French columnist pelted Michael Eisner with eggs. The joke going around that tim e was, For Euro Disney to adapt properly to France, all seven of Snow Whites dwarfs should be named Grumpy. The French was disappointed during the early advertising because the advertisements focus more on the size and glitz rather than the types of rides and attractions (Phillip Cateora, 2002). Everyone knows advertisements play a major part that influences the society today and affects our everyday life. Nowadays it seems that the only way to avoid any form of advertising is to isolate oneself and live in a cave but not all advertising is negative and bad. It is found almost everywhere such as just by walking on the street, driving a car or watching TV. (Ference, 2004) reports Every surface that could possibly have an ad slapped on it such as clothing, buses, taxis, myriad walls and billboards, even the snow you ski on now hawks something. Every advertiser or company must do more than just make a product, give it an attractive price and offer it to the consumer, communicate and promote it to their current and future customers, they have to advertise it. Therefore, the ability to foresee that the advertising was getting a negative response was obvious and this could have been somewhat controlled by Euro Disney or the parent company. Advertising bombards us everywhere but it is not without control and regulation by the government, businesses and citizens. This opens one of the major issues in advertising, the question of law and ethics. Advertising should be carefully controlled. Society needs to make sure that people are not taken in by misleading advertisements in which Euro Disney make a huge mistake emphasizing the glitz and size instead of different rides and attractions. This can be controllable if Euro Disney followed principles such as telling the truth, showing the truth in which the product should look exactly the same way as the consumers will purchase it. The general impression should as well be truthful because Advertising is judged not by what it says, but what the consumers thinks it says (Roman Mass, 2003, p. 200-202). Other important factors that managers could have foreseen included the approaching European recession, the Gulf War in 1991 and increased interest rates. External factors that affected business also included the devaluation of other currencies against the franc and competitions that drew the attention of European tourists. These competitions were the worlds fair in Seville and the 1992 Olympics, which was held in Barcelona (Phillip Cateora and John Graham, p. 615). It was apparent that the managers of Euro Disney and Disney separated themselves from their counterparts with many levels and departments. These include the government, banks and other parties that were involved. Some of the Disney managers admitted that they were arrogant and that their attitudes were forceful and controlling. It was as if all would agree to do it the way they suggested, then everything would be just fine and everyone would be happy (Phillip Cateora and John Graham, p. 614). Question 3 Evaluate the cross-cultural marketing skills of Disney. The origins of cross-cultural analysis in the 19th century world of colonialism was strongly grounded in the concept of cultural revolution, which claimed that all societies progress through an identical series of distinct evolutionary stages. Culture consists of language, ideas, beliefs, customs, taboos, codes, institutions, tools, techniques, and works of art, rituals, ceremonies and symbols. It has played a crucial role in human evolution, allowing human beings to adapt the environment to their own purposes rather than depend solely on natural selection to achieve adaptive success. Every human society has its own particular culture, or socio cultural system (Encyclopedia Britannica). Cross-cultural marketing is international marketing on a personal level. It means considering cultural differences when planning marketing campaigns and media, realizing the need for a balance between localization and globalization and most importantly, implementing strategies that respect differences while seeking to unify brand messages. The problem with Euro Disney was that they did not utilize the cross-cultural marketing skills. Based on the case study, Disney executives were told that the French did not eat breakfast so that the meal was downsized but surprisingly the French do eat breakfast. 2,500 breakfasts were served in a restaurant that only held 350 people. They also discovered that the French did not just want croissants and coffee, they wanted bacon and eggs (Phillip Cateora and John Graham, p. 615). This showed that the cross-cultural skills were not employed such as the misinterpreted of data and wrong information retrieved during the environmental scanning of the elements of the European culture. The managers should have known that Europeans were more energetic and will certainly covered more of the Euro Disney theme park and rides than those in the western hemisphere. In contrast to Disneys American parks where visitors typically stay at least three days, Euro Disney is at most a two day visit. The Eu ropean vacations were not examined so the theme park did not see the profits and success as hoped. Americans take short breaks but they take them more often. However, Europeans take one month holiday. The American managers were naÃÆ' ¯ve that they thought the Europeans would change their one month tradition and adopt the Americans shorter yet more frequent time off but that did not happen. The French schedule remained the same as they would close the office and factory during the entire month of August. These factors should have been considered. Cross-cultural marketing would have been extremely useful but the parent companys executives were being quite ethnocentric and it cost a great price (Phillip Cateora and John Graham, p. 615). Needless to say, their cross-cultural skills were unsatisfactory; in fact nonexistent is more appropriate to say. Had they had any skills of this sort, the beginning would have been a success and not such a failed start. As we now understand, the Europeans have to be attuned to the nuances of culture so that a new culture can be viewed objectively, evaluated, and appreciated. Just because a culture is different does not make it wrong. Euro Disney marketers should understand how their own American-style cultures influence their assumptions of another culture (John L. Graham, The Global Environment of Global Markets). Question 4 Do you think the new theme park would have encountered the same problems if a location in Spain had been selected? Discuss Spain, a country located in south-western Europe, bordering the North Atlantic Ocean and the Mediterranean Sea, between Portugal and France covers a total area of 505,957 sq km. Spain has 4,964 km of coastline. Besides five other places of sovereignty on and off the coast of Morocco, Spain consists of 17 administrative regions, 15 of which are on mainland Spain. Spain occupies four-fifths of the Iberian Peninsula and is a land of immense geographical diversity. It offers the tourist a great deal. Spains coastline has long since been a magnet for visitors but in recent years more and more people are spending holiday time, exploring beautiful and cultural Spain, away from the sea and sand. Spain has everything from lush, green forests and mountain ranges, through to endless arid plains and long, sandy beaches (Idealspain, 2010). Since the 1960s and the invention of the package holiday, Spain has always been a top tourist destination. There are few areas of Spain that have not seen the effect of tourism. Spain has adapted to cater for tourists and every area offers something different. Northern Spain offers a different type of holiday with lush green forests, un-spoilt nature reserves and clean rivers. This part of Spain has adapted to offer nature holidays and activity holidays, based on the rivers or within the nature reserves. Hotels tend to be more individual and have rural locations. Beach holidays have always been popular in Spain with the attraction of the wonderful climate, clean beaches and ample hotel facilities (Idealspain, 2010). If the location selected by Disney is in Spain, it would have been met with less criticism and is believed the cultural differences will play a huge role in its success. As I mentioned earlier, Spain is also one of the top tourists attraction countries in Europe. Disney would still have to learn the customs and the culture of Spain and incorporate them into the development, implementation and operation of a new theme park. The work habits of the Americans is totally different from Spain in which the Spains main concern is focus on life and family first whereas the Americans focus more on themselves and individuality, not the group. This suggests that if Disney theme park is in Spain at least the Spanish which gives top priorities to the families will often bring them to the theme park. (Tom Strong, Spanish Cultural Commentator) gives his view of the differences between Spain and the U.S.A. In the U.S.A., a newborn baby gets a social security number. In Spain, the newborn gets added t o the Libro de Familia. In Spain, it is not at all uncommon for children to stay at home until age 30 whereas in the U.S.A. they would be tagged with the word loser. International marketing is all about culture and what we are able to do in marketing to a particular foreign product such as Disneyland to market its theme park is shaped by the cultural variables of the country as well as the great importance to understanding the Spanish culture. The geographical conditions of Spain provide sunshine all year round and milder winter temperatures. The advantages are that it may attract potential customers form the northern Africa and the Middle East because of its wonderful climate. In terms of its purchasing power, total population and its density it wont lose to the French counterpart. The (Central Intelligence Agency World Factbook, 2010) stated that the Spain purchasing power for the year 2009 is $1.367 trillion and its French counterparts is $2.113 trillion and the GDP for Spain is $33,700 whereas the French is $32,800. As a member of the European Union, travel to the southern state already a tourist center in the Union, will yet provide more rea son for the launch of Euro Disney. The entry ticket should cover the cost of the Spanish sunshine, sympathy and service, unlike the rest of Europe. Question 5 If you were the business development manager, what would be the major consideration you would go through before selecting a location for the next Disneyworld? From your discussion select a location you think will be the next Disneyland site. As a business development manager, I will have to take into consideration about some in depth knowledge and analysis about a countrys background before selecting the location for the next Disneyworld. There are many factors in the macro-environment that will affect the decisions of the managers of Disney. Tax changes, new laws, trade barriers, demographic change and government policy changes are all examples of macro change that will help Disneyworld to know more about the foreign market conditions and the external forces. To help analyze these factors I will categorize them using the PESTEL model. Political factors may refer to the government policy such as the degree of intervention in the economy. What goods and services does a government want to provide? To what extent does it believe in subsidizing firms? What are its priorities in terms of business support? Political decisions can impact on many vital areas for business such as the education of the workforce, the health of the nation and the quality of the infrastructure of the economy such as the road and rail system (Aguilar, F.J., Scanning the business environment, 1967). Economic factors include interest rates, taxation changes, economic growth, inflation and exchange rates. As we all know a shift in economic can have a major impact on a firms behavior. For instance higher interest rates may deter investment because it costs more to borrow a strong currency may make exporting more difficult because it may raise the price in terms of foreign currency inflation may provoke higher wage demands from employees (Aguilar, F.J., Scanning the business environment, 1967). Social factors are changes in social trends which can impact on the demand for products and the availability and willingness of individuals to work. In the UK, for example, the population has been ageing. This has increased the costs for firms who are committed to pension payments for their employees because their staffs are living longer. The ageing population also has impact on demand for example; demand for sheltered accommodation and medicines have increased whereas demand for toys is falling (Aguilar, F.J., Scanning the business environment, 1967). Environmental factors include the weather and climate change. Changes in temperature can impact on tourism industry such as Disneyland. With major climate changes occurring due to global warming and with greater environmental awareness this external factor is becoming a significant issue for firms to consider. The growing desire to protect the environment is having an impact on many industries such as the travel and transportation industries for example, more taxes being placed on air travel and the success of hybrid cars and the general move towards more environmentally friendly products and processes is affecting demand patterns and creating business opportunities (Aguilar, F.J., Scanning the business environment, 1967). After the extensive analysis of these major external forces, I would think the next Disneyland site should be in Canada. I think it should be top in priority because Canada is rich in history, landscapes and its aboriginal cultures. Canada is a country with much diversity as it has mountains, national park and alpine forest. According to the Nation Brand Index (Anholt and GfK Roper research agencies, 2008) that measures the worlds perception of 50 nations by interviewing 20,000 adults from 20 countries, the friendliest nation in the world is Canada. Canada has hosted several high-profile international sporting events, including the 1976 Summer Olympics in Montreal, the 1988 Winter Olympics in Calgary, and the 2007 FIFA U-20 World Cup. Canada is the host nation for the 2010 Winter Olympics in Vancouver and Whistler, British Columbia (The Vancouver Organizing Committee for the 2010 Olympic and Paralympics Winter Games, 2009) which we can see is obvious that it is a place for major tour ists attraction which can bring advantages for Disneyland.. This scientific approach to friendliness may seem a bit formal, but indeed, the Canadians are really quite hospitable, kind people and are truly worthy of honors. Many Europeans and Americans travel to this country as it is less expensive if compared to the rest of Europe. The Europeans are most likely to head there during august, the people from the United States usually head up during spring break, and many companies offer trips to Canada as incentives, bonuses and conferences. Visitors from central and South America also visited Canada. There is an influx of expatriates moving to Canada as many want to go there to escape the Asian life and as well to pursue The American Dream. Having stated all of this, it is still very important to that the tunnel vision of ethnocentrism be avoided. Although there are advantages and reasons supporting why Disney can do well with its current operation style because they are neighboring countries, Canadas culture, beliefs and morals still vary. Like other countries, Canada is not considered to be a country of workaholics as the United States is stereotyped to be. The family or group is still top priority versus the Americans view of individual accomplishment being the top goal. It is important to learn from the mistakes that were made when Euro Disney was started. Having offices and managers from the country will be detrimental. Incorporating Canadas culture and examining the tourists activities, practices and trends will be crucial to the making or breaking of a Disney in Canada. Conclusion Euro Disney has greatly enhanced their product since the troubled beginnings in 1992. During this period, many key lessons were learned about the relationship between culture and product offering. These lessons learned became the basis for future development in the European market. Today, the Disneyland Paris Resort is marginally profitable and is experiencing high, yet stagnant, attendance rates. It would be presumptuous to label the resort a success, especially since its net total loss is still over $700 million. However, changes in the marketing and design of the resort have led to profitability and gradual acceptance among the European citizens. In order to increase profitability and attendance, three factors must be achieved: product marketing must be increased, the current marketing strategy must be enhanced and ethnocentric obstacles must be overcome. There exists long-term optimism for the future of Euro Disney due to the strong foundation it has developed over its 10 years o f existence, the strong financial backing of the investors, and its plans for future development within the European culture. With proper strategic planning and a relentless pursuit to continue to learn and adapt to the European culture, Disneyland Paris will be a successful resort. Bibliography Aguilar, F.J. (1967), Scanning the business environment. New York: Macmillan. Cateora, Phillip Graham, John (2002), International Marketing: Eleventh Edition. New York: McGraw-Hill. [Online] CIA The World Fact book (2010). https://www.cia.gov/library/publications/the-world-factbook/geos/fr.html, Accessed on February 18, 2010. [Online] CIA The World Fact book (2010). https://www.cia.gov/library/publications/the-world-factbook/geos/sp.html, Accessed on February 19, 2010. Della Cava, Marco (October 10, 1999), Theme parks are staking bigger claims in Europe. Prada, Paulo Orwall, Bruce (2002), Mickeys Bosses Learn From Past Mistakes in Opening New Park in France. Dow Jones Interactive Business. Schneider, Mike (2001), Theme Parks Adapt to Nations Cultures; Disney, Other Firms Look Outside North America for New Markets. Dow Jones Interactive Business. [Online] Idealguides Ltd Group of Companies (2010). http://www.idealspain.com/Pages/Information/GeographyHeading.htm, Accessed on February 20, 2010. [Online] Sylt, Christian (2008), Magic results: Euro Disney plans new hotels. http://www.independent.co.uk/news/business/news/magic-results-euro-disney-plans-new-hotels-899529.html, Accessed on February 21, 2010. [Online] La-Vallee, Marne and Chu, Jeff (2002), Happily Ever After? http://www.time.com/time/magazine/article/0,9171,901020325-218398,00.html, Accessed on February 21, 2010.

Tablet PC Essay -- Technology Computers

TABLET PCs Combines Simplicity of Paper with Full Power of Windows-Based Computing For the past few years, the Personal Digital Assistant (PDA) has grown tremendously popular. However, due to size restrictions, it has always served as a secondary device to the desktop computer. So a number of hardware manufacturers unveiled a new form of communication, the Tablet PC. What exactly is a Tablet PC? It is a notebook PC with a touch-sensitive screen and is a bit larger than the size of a sheet of paper. Tablet PCs will have two formats: the "convertible" model with an integrated keyboard and a display that rotates 180 degrees that can be folded down over the keyboard, and the "slate" style with a removable keyboard. It allows users to save their written input either as images or as converted text. It is very similar to a PDA, only larger and more powerful, and weighs less than today's laptops yet is fully configured for PC operations and Internet applications. By combining the best qualities of a PDA and laptop, the Tablet PC can be used in applications where a lap top would be too bulky, and a PDA would not be powerful enough. In the past, field service workers with mobile devices tended to have only one application on their device. With the Tablet PC operating system, they can connect and use many more applications. A long-cherished goal for technology visionaries and computer designers, the Tablet PC will represent the next major evolution in PC design and functionality. While retaining the full power to run all existing Windows-based software applications, the Tablet PC expands enterprise computing to address previously unmet needs, such as the ability to take notes at meetings, annotate existing electronic documents and ... ...ning up businesses to the world, the use of a Tablet PC will be even more beneficial when sharing information across continental lines. The Tablet PC platform has established itself as one of the computer industry’s most promising innovations. Free from cables and keyboard, the Tablet PC provides a compact, easily portable device which is both stylish and ultimately practical. It has all the power to run common productivity applications anywhere and all the graphics performance to maximize the Internet experience. Moreover, with the widespread and increasing adoption of WLAN connection technology, Internet browsing and e-mail are becoming more accessible. Although at the moment, the Tablet PC technology is still in its infancy, the ever improving technology will make Tablet PCs more user friendly and practical which brings us one step closer to a paperless society.

Drawing and Painting Media :: Art

Drawing and Painting Media Pencils Are Ace:- Pencils are classified by their hardness (H) and Blackness (B) and range from 9H to 9B. An HB pencil is in the middle as it’s both hard and black, and is good for general sketching. A harder pencil (like a 2H) is better for precise, technical drawings as it won’t smudge so easily. 1) Pencils are made from a mixture of graphite (a form of carbon) and clay. 2) Coloured pencils come in a range of colours and a variety of hardnesses. The softer ones are best for laying even, flat colour and are less likely to break. Inks, Paints, Pastels, Dry-transfer Lettering†¦ Also Ace:- 1) Inks are pigments suspended in water or solvent. They’re good for colour infilling, background washes and writing. 2) Gouache is a type of opaque paint, which is ideal for producing flat areas of colour, or highlights on renderings (e.g. coats of plaster, mortar, etc.). 3) Pastels come in two varieties – oil and chalk. Chalk pastel is particularly good for producing backgrounds on renderings, or adding tone and shading. It’s easily blended using your fingers or cotton wool. 4) Dry-Transfer lettering is applied with pressure from a waxed translucent sheet onto drawings or prototype models. It comes in various typefaces, sizes, styles and colours. Airbrushes Blow A Mist Of Ink:- 1) Airbrushes blow a fine mist of ink from a reservoir onto an image area, using compressed air from a compressor or a ‘power pack’ (can of compressed air). 2) It’s a time-consuming medium – you have to mask all the areas you don’t want to airbrush using a low tack clear film and a craft knife. Plus you need loads of practice to do it well. 3) You can get really great photo-realistic results, if you know what you’re doing. There are excellent examples of airbrushing on various record/CD sleeves, posters and adverts. 4) Airbrushing effects can also be achieved with some computer packages, e.g. Adobe Photoshop. Felt Pens And Markers – Water-Based Or Spirit-Based:- Water-based pens aren’t suitable for large areas because they dry quickly and leave streaks. 1) Fine-liners come in a variety of thicknesses and colours. They’re great for outlining drawings.

Digital Fortress Chapter 55-58

Chapter 55 â€Å"You're in my seat, asshole.† Becker lifted his head off his arms. Doesn't anyone speak Spanish in this damn country? Glaring down at him was a short, pimple-faced teenager with a shaved head. Half of his scalp was red and half was purple. He looked like an Easter egg. â€Å"I said you're in my seat, asshole.† â€Å"I heard you the first time,† Becker said, standing up. He was in no mood for a fight. It was time to go. â€Å"Where'd you put my bottles?† the kid snarled. There was a safety pin in his nose. Becker pointed to the beer bottles he'd set on the ground. â€Å"They were empty.† â€Å"They were my fuckin' empties!† â€Å"My apologies,† Becker said, and turned to go. The punk blocked his way. â€Å"Pick 'em up!† Becker blinked, not amused. â€Å"You're kidding, right?† He was a full foot taller and outweighed the kid by about fifty pounds. â€Å"Do I fuckin' look like I'm kidding?† Becker said nothing. â€Å"Pick 'em up!† The kid's voice cracked. Becker attempted to step around him, but the teenager blocked his way. â€Å"I said, fuckin' pick 'em up!† Stoned punks at nearby tables began turning to watch the excitement. â€Å"You don't want to do this, kid,† Becker said quietly. â€Å"I'm warning you!† The kid seethed. â€Å"This is my table! I come here every night. Now pick 'em up!† Becker's patience ran out. Wasn't he supposed to be in the Smokys with Susan? What was he doing in Spain arguing with a psychotic adolescent? Without warning, Becker caught the kid under the armpits, lifted him up, and slammed his rear end down on the table. â€Å"Look, you runny-nosed little runt. You're going to back off right now, or I'm going to rip that safety pin out of your nose and pin your mouth shut.† The kid's face went pale. Becker held him a moment, then he released his grip. Without taking his eyes off the frightened kid, Becker stooped down, picked up the bottles, and returned them to the table. â€Å"What do you say?† he asked. The kid was speechless. â€Å"You're welcome,† Becker snapped. This kid's a walking billboard for birth control. â€Å"Go to hell!† the kid yelled, now aware of his peers laughing at him. â€Å"Ass-wipe!† Becker didn't move. Something the kid had said suddenly registered. I come here every night. Becker wondered if maybe the kid could help him. â€Å"I'm sorry,† Becker said, â€Å"I didn't catch your name.† â€Å"Two-Tone,† he hissed, as if he were giving a death sentence. â€Å"Two-Tone?† Becker mused. â€Å"Let me guess†¦ because of your hair?† â€Å"No shit, Sherlock.† â€Å"Catchy name. Make that up yourself?† â€Å"Damn straight,† he said proudly. â€Å"I'm gonna patent it.† Becker scowled. â€Å"You mean trademark it?† The kid looked confused. â€Å"You'd need a trademark for a name,† Becker said. â€Å"Not a patent.† â€Å"Whatever!† the punk screamed in frustration. The motley assortment of drunken and drugged-out kids at the nearby tables were now in hysterics. Two-Tone stood up and sneered at Becker. â€Å"What the fuck do you want from me?† Becker thought a moment. I want you to wash your hair, cleanup your language, and get a job. Becker figured it was too much to ask on a first meeting. â€Å"I need some information,† he said. â€Å"Fuck you.† â€Å"I'm looking for someone.† â€Å"I ain't seen him.† â€Å"Haven't seen him,† Becker corrected as he flagged a passing waitress. He bought two Aguila beers and handed one to Two-Tone. The boy looked shocked. He took a swig of beer and eyed Becker warily. â€Å"You hitting on me, mister?† Becker smiled. â€Å"I'm looking for a girl.† Two-Tone let out a shrill laugh. â€Å"You sure as hell ain't gonna get any action dressed like that!† Becker frowned. â€Å"I'm not looking for action. I just need to talk to her. Maybe you could help me find her.† Two-Tone set down his beer. â€Å"You a cop?† Becker shook his head. The kid's eyes narrowed. â€Å"You look like a cop.† â€Å"Kid, I'm from Maryland. If I were a cop, I'd be a little out of my jurisdiction, don't you think?† The question seemed to stump him. â€Å"My name's David Becker.† Becker smiled and offered his hand across the table. The punk recoiled in disgust. â€Å"Back off, fag boy.† Becker retracted the hand. The kid sneered. â€Å"I'll help you, but it'll cost you.† Becker played along. â€Å"How much?† â€Å"A hundred bucks.† Becker frowned. â€Å"I've only got pesetas.† â€Å"Whatever! Make it a hundred pesetas.† Foreign currency exchange was obviously not one of Two-Tone's fortes; a hundred pesetas was about eighty-seven cents. â€Å"Deal,† Becker said, rapping his bottle on the table. The kid smiled for the first time. â€Å"Deal.† â€Å"Okay,† Becker continued in his hushed tone. â€Å"I figure the girl I'm looking for might hang out here. She's got red, white, and blue hair.† Two-Tone snorted. â€Å"It's Judas Taboo's anniversary. Everybody's got-â€Å" â€Å"She's also wearing a British flag T-shirt and has a skull pendant in one ear.† A faint look of recognition crossed Two-Tone's face. Becker saw it and felt a surge of hope. But a moment later Two-Tone's expression turned stern. He slammed his bottle down and grabbed Becker's shirt. â€Å"She's Eduardo's, you asshole! I'd watch it! You touch her, and he'll kill you!† Chapter 56 Midge Milken prowled angrily into the conference room across from her office. In addition to the thirty-two foot mahogany table with the NSA seal inlaid in black cherry and walnut, the conference room contained three Marion Pike watercolors, a Boston fern, a marble wet bar, and of course, the requisite Sparklett's water cooler. Midge helped herself to a glass of water, hoping it might calm her nerves. As she sipped at the liquid, she gazed across at the window. The moonlight was filtering through the open venetian blind and playing on the grain of the table. She'd always thought this would make a nicer director's office than Fontaine's current location on the front of the building. Rather than looking out over the NSA parking lot, the conference room looked out over an impressive array of NSA outbuildings-including the Crypto dome, a high-tech island floating separate from the main building on three wooded acres. Purposefully situated behind the natural cover of a grove of maples, Crypto was difficult to see from most windows in the NSA complex, but the view from the directorial suite was perfect. To Midge the conference room seemed the perfect vantage point for a king to survey his domain. She had suggested once that Fontaine move his office, but the director had simply replied, â€Å"Not on the rear.† Fontaine was not a man to be found on the back end of anything. Midge pulled apart the blinds. She stared out at the hills. Sighing ruefully, she let her eyes fall toward the spot where Crypto stood. Midge had always felt comforted by the sight of the Crypto dome-a glowing beacon regardless of the hour. But tonight, as she gazed out, there was no comfort. Instead she found herself staring into a void. As she pressed her face to the glass, she was gripped by a wild, girlish panic. Below her there was nothing but blackness. Crypto had disappeared! Chapter 57 The Crypto bathrooms had no windows, and the darkness surrounding Susan Fletcher was absolute. She stood dead still for a moment trying to get her bearings, acutely aware of the growing sense of panic gripping her body. The horrible cry from the ventilation shaft seemed to hang all around her. Despite her effort to fight off a rising sense of dread, fear swept across her flesh and took control. In a flurry of involuntary motion, Susan found herself groping wildly across stall doors and sinks. Disoriented, she spun through the blackness with her hands out in front of her and tried to picture the room. She knocked over a garbage can and found herself against a tiled wall. Following the wall with her hand, she scrambled toward the exit and fumbled for the door handle. She pulled it open and stumbled out onto the Crypto floor. There she froze for a second time. The Crypto floor looked nothing like it had just moments ago. TRANSLTR was a gray silhouette against the faint twilight coming in through the dome. All of the overhead lighting was dead. Not even the electronic keypads on the doors were glowing. As Susan's eyes became accustomed to the dark, she saw that the only light in Crypto was coming through the open trapdoor-a faint red glow from the utility lighting below. She moved toward it. There was the faint smell of ozone in the air. When she made it to the trapdoor, she peered into the hole. The freon vents were still belching swirling mist through the redness, and from the higher-pitched drone of the generators, Susan knew Crypto was running on backup power. Through the mist she could make out Strathmore standing on the platform below. He was leaning over the railing and staring into the depths of TRANSLTR's rumbling shaft. â€Å"Commander!† There was no response. Susan eased onto the ladder. The hot air from below rushed in under her skirt. The rungs were slippery with condensation. She set herself down on the grated landing. â€Å"Commander?† Strathmore did not turn. He continued staring down with a blank look of shock, as if in a trance. Susan followed his gaze over the banister. For a moment she could see nothing except wisps of steam. Then suddenly she saw it. A figure. Six stories below. It appeared briefly in the billows of steam. There it was again. A tangled mass of twisted limbs. Lying ninety feet below them, Phil Chartrukian was sprawled across the sharp iron fins of the main generator. His body was darkened and burned. His fall had shorted out Crypto's main power supply. But the most chilling image of all was not of Chartrukian but of someone else, another body, halfway down the long staircase, crouched, hiding in the shadows. The muscular frame was unmistakable. It was Greg Hale. Chapter 58 The punk screamed at Becker, â€Å"Megan belongs to my friend Eduardo! You stay away from her!† â€Å"Where is she?† Becker's heart was racing out of control. â€Å"Fuck you!† â€Å"It's an emergency!† Becker snapped. He grabbed the kid's sleeve. â€Å"She's got a ring that belongs tome. I'll pay her for it! A lot!† Two-Tone stopped dead and burst into hysterics. â€Å"You mean that ugly, gold piece of shit is yours?† Becker's eyes widened. â€Å"You've seen it?† Two-Tone nodded coyly. â€Å"Where is it?† Becker demanded. â€Å"No clue.† Two-Tone chuckled. â€Å"Megan was up here trying to hock it.† â€Å"She was trying to sell it?† â€Å"Don't worry, man, she didn't have any luck. You've got shitty taste in jewelry.† â€Å"Are you sure nobody bought it?† â€Å"Are you shitting me? For four hundred bucks? I told her I'd give her fifty, but she wanted more. She was trying to buy a plane ticket-standby.† Becker felt the blood drain from his face. â€Å"Whereto?† â€Å"Fuckin' Connecticut,† Two-tone snapped. â€Å"Eddie's bummin'.† â€Å"Connecticut?† â€Å"Shit, yeah. Going back to Mommy and Daddy's mansion in the burbs. Hated her Spanish homestay family. Three Spic brothers always hitting on her. No fucking hot water.† Becker felt a knot rise in his throat. â€Å"When is she leaving?† Two-Tone looked up. â€Å"When?† He laughed. â€Å"She's long gone by now. Went to the airport hours ago. Best spot to hock the ring-rich tourists and shit. Once she got the cash, she was flying out.† A dull nausea swept through Becker's gut. This is some kind of sick joke, isn't it? He stood a long moment. â€Å"What's her last name?† Two-Tone pondered the question and shrugged. â€Å"What flight was she taking?† â€Å"She said something about the Roach Coach.† â€Å"Roach Coach?† â€Å"Yeah. Weekend red-eye-Seville, Madrid, La Guardia. That's what they call it. College kids take it 'cause it's cheap. Guess they sit in back and smoke roaches.† Great. Becker groaned, running a hand through his hair. â€Å"What time did it leave?† â€Å"Two a.m. sharp, every Saturday night. She's somewhere over the Atlantic by now.† Becker checked his watch. It read 1:45 p.m. He turned to Two-Tone, confused. â€Å"You said it's a two a.m. flight?† The punk nodded, laughing. â€Å"Looks like you're fucked, ol' man.† Becker pointed angrily to his watch. â€Å"But it's only quarter to two!† Two-Tone eyed the watch, apparently puzzled. â€Å"Well, I'll be damned.† he laughed. â€Å"I'm usually not this buzzed till four a.m.!† â€Å"What's the fastest way to the airport?† Becker snapped. â€Å"Taxi stand out front.† Becker grabbed a 1,000-peseta note from his pocket and stuff edit in Two-Tone's hand. â€Å"Hey, man, thanks!† the punk called after him. â€Å"If you see Megan, tell her I said hi!† But Becker was already gone. Two-Tone sighed and staggered back toward the dance floor. He was too drunk to notice the man in wire-rim glasses following him. Outside, Becker scanned the parking lot for a taxi. There was none. He ran over to a stocky bouncer. â€Å"Taxi!† The bouncer shook his head. â€Å"Demasiado temprano. Too early.† Too early? Becker swore. It's two o'clock in the morning! â€Å"Pidame uno! Call me one!† The man pulled out a walkie-talkie. He said a few words and then signed off. â€Å"Veinte minutos,† he offered. â€Å"Twenty minutes?!† Becker demanded. â€Å"Y elautobus?† The bouncer shrugged. â€Å"Forty-five minutos.† Becker threw up his hands. Perfect! The sound of a small engine turned Becker's head. It sounded like a chainsaw. A big kid and his chain-clad date pulled into the parking lot on an old Vespa 250 motorcycle. The girl's skirt had blown high on her thighs. She didn't seem to notice. Becker dashed over. I can't believe I'm doing this, he thought. I hate motorcycles. He yelled to the driver. â€Å"I'll pay you ten thousand pesetas to take me to the airport!† The kid ignored him and killed the engine. â€Å"Twenty thousand!† Becker blurted. â€Å"I need to get to the airport!† The kid looked up. â€Å"Scusi?† He was Italian. â€Å"Aeroporto! Per favore. Sulla Vespa! Venti mille pesete!† The Italian eyed his crummy, little bike and laughed. â€Å"Venti mille pesete? La Vespa?† â€Å"Cinquanta mille! Fifty thousand!† Becker offered. It was about four hundred dollars. The Italian laughed doubtfully. â€Å"Dov'e la plata? Where's the cash?† Becker pulled five 10,000-peseta notes from his pocket and held them out. The Italian looked at the money and then at his girlfriend. The girl grabbed the cash and stuffed it in her blouse. â€Å"Grazie!† the Italian beamed. He tossed Becker the keys to his Vespa. Then he grabbed his girlfriend's hand, and they ran off laughing into the building. â€Å"Aspetta!† Becker yelled. â€Å"Wait! I wanted a ride!†

Joseph Stalin Essay

Stalin: Evaluation of His Leadership At the time, Stalin seemed like he was the greatest person on Earth. He made himself seem as if he was above everybody, both physically and mentally. After all of the revolts that were occurring in Russia, he just took over. He went into power right after Lenin had died and took his place, over Trotsky who also wanted to rule over Russia. Well he didn’t and we can’t change that. All we can do is remember Stalin and remember all of the things he did to make people support him and his cause to industrialize Russia. Let’s talk a little but about how Russia was before Stalin came into power and changed up the whole game for Russia. As soon as the Czar of Russia (Nicholas II) was kicked off his throne, Russia’s peasant population came strong and in numbers. These peasants all set up something that was called the Provisional Government. The Provisional Government was formed in Petrograd, and was led first by Prince Georgy L'vov and then by socialist Alexander Kerensky, a prominent member of the Duma and a leader of the movement to unseat the Tsar. This government had really good intentions but they just couldn’t make it happen. And the fact that they made some not so smart choices doesn’t help too much either. The people of Russia wanted this government gone which launched the November Revolution led by Vladimir Lenin and the Bolsheviks. What they wanted to do was to gain freedom, land and political strength. And so they did; they overthrew the fragmented government and finally had accomplished what they set out to do. But just like the Provisional Government, the Bolshevik government was sure to fail too. This is where Stalin comes in; this is where he takes over. Joseph Stalin took over right after Lenin had died and in December 1924, Stalin declared himself the new Leader of the USSR and became the Dictator of Russia. Now at first, Stalin didn’t seem like such a bad guy. He actually seemed like someone who was going to bring Russia to their prime. Just look at Document One. He’s explaining to his people how far behind they really are compared to the rest of the world and that if they don’t do something soon, they’re done. All he wanted to do was fix Russia, to bring them out of their â€Å"hundred year lag† and to make them more powerful. That was the goal of his 5 Year Plan. Stalin had extremely high expectations for Russia now that he was in power, and he would do anything to achieve them. If you look at Document Two, you can see how high he set his expectations. And then again, if you look at Document Three, you could see the amount of success he had with both of his Five Year Plans. Production in some areas were increasing at a very rapid pace. He wanted to more than double the production that Russia was putting out. You can see how much better he wanted to make his country, but he would do anything for it. Joseph Stalin was a very determined man and he would do anything to get what he wanted. This is where his use of propaganda came in. What is propaganda? You can think of it as information that is spread for the purpose of promoting some cause. If you look at Document Ten, you can see how he was portrayed by many different artists. Well, the artists really didn’t have a choice but to portray him in a positive way. This is where you can finally see the â€Å"evil† side of Joseph Stalin. He used force to get what he wanted and many people didn’t see it. Eventually, his Five Year Plans backfired and really sent the peasants into an even deeper level of poverty. Not only did he send some of the peasants into even more poverty that they were already in, he even killed some of them or put them in work camps and starved them to death. (Document Seven). He wasn’t going to let anybody stand in his way and if they tried, he would kill them off just like that. So as you can see, once Stalin came into power, he really didn’t want to lose his command over the Russian country. He did anything he had do to keep power and although all his intentions seemed good, he was really a dictator who made things a lot worse for the lower class of Russia. It’s too bad that many people couldn’t do anything about it because he would kill off anybody that revolted against him. So although he was one of the most terrorizing rulers of Russia, nobody ever really knew because of all the things he did to hide his truly evil side. To the people, he remained pure and an amazing leader; but we all know about things he did to make himself seem that way. Sure, his intentions were good (industrialize Russia and catch up to the rest of the world), but all we can do is remember all of the methods he used to make people support him and his cause.