Napoleon and the Siege of Toulon 1793

The siege of Toulon in 1793 might have blended into the many other actions of the French Revolutionary War were it not for the later career of one man, as the siege marked the first notable military action of Napoleon Bonaparte, later French Emperor and one of the greatest generals in history. France in Rebellion The French Revolution transformed almost every aspect of French public life and grew more radical as the years passed (turning into terror). However, these changes were far from universally popular, and as many French citizens fled revolutionary areas, others decided to rebel against a revolution they saw as increasingly Parisian and extreme. By 1793 these rebellions had turned into widespread, open and violent revolt, with a revolutionary army/militia sent out to crush these enemies within. France was, in effect, engaging in a civil war at the same time as countries surrounding France looked to intervene and force a counter-revolution. The situation was, at times, desperate. Toulon The site of one such rebellion was Toulon, a port on the south coast of France. Here the situation was critical to the revolutionary government, as not only was Toulon an important naval base – France was engaged in wars against many of the monarchist states of Europe – but the rebels had invited in British ships and handed over control to their commanders. Toulon had some of the thickest and most advanced defenses, not just in France, but in Europe, and would have to be retaken by the revolutionary forces to help secure the nation. It was no easy task but had to be done quickly. The Siege and the Rise of Napoleon Command of the revolutionary army assigned to Toulon was given to General Carteaux, and he was accompanied by a ‘representative on mission’, basically a political officer designed to make sure he was being sufficiently ‘patriotic’. Carteaux began a siege of the port in 1793. The effects of the revolution on the army had been severe, as many of the officers had been nobility and as they were persecuted they fled the country. Consequently, there were many open spaces and plenty of promotion from lower ranks based on ability rather than birth rank. Even so, when the commander of Carteaux’s artillery was wounded and had to leave in September, it wasn’t purely skill that got a young officer called Napoleon Bonaparte appointed as his replacement, as both he and the representative on a mission who promoted him – Saliceti – were from Corsica. Carteaux had no say in the matter. Major Bonaparte now showed great skill in increasing and deploying his resources, using a keen understanding of terrain to slowly take key areas and undermine the British hold on Toulon. While who played the key role in the final act is debated, but Napoleon definitely played a vital role, and he was able to take full credit when the port fell on December 19th, 1793. His name was now known by key figures in the revolutionary government, and he was both promoted to Brigadier General and given command of the artillery in the Army of Italy. He would soon leverage this early fame into greater command, and use that opportunity to take power in France. He would use the military to establish his name in history, and it began at Toulon.

My Pocket As A Future Entrepreneur - 1363 Words

It wasn’t difficult for me to find someone to interview from the field I’d like to make my career. I’m lucky enough to already have some networking in my pocket as a future entrepreneur. My goal is to one day own my own bakery and bistro, and one of my friends, Micah, is the operator of Caffe Tempo –a coffee shop in downtown Eau Claire, owned by his family. Micah was excited to be interviewed for this paper, but his schedule is extremely full. So as a result, we met during one of his shifts at the coffee shop. This was good and bad for the interview. It was good, because we were where all the action is, so I was able to get a real feel for what it’s like to multitask as an entrepreneur with multiple obligations. Not only was he working,†¦show more content†¦Micah is a very talented singer, musician, and songwriter. I’ve always thought of that path as his one passion. As he told me why though, his gestures were akin to an orchestra co nductor, his smile widened and his head tipped back as if to say, â€Å"who needs to look? Just absorb the glory that is the coffee business!† He was excited when the opportunity presented itself to actually lay out the atmosphere and fun he had planned into a real scenario. I know that Micah has gone to school. Quite honestly, I’m not sure what for. However, according to him, no advanced education is truly a necessity when it comes to this business. â€Å"C’mon Lizzie, you know everything can be Googled and YouTubed,† he told me with a shrug and a slight eye-roll. He goes on to explain that what is needed is grit, work ethic and integrity. That’s what gets you through the day, the month, the year. That’s what gets you success as an entrepreneur. This threw me a bit, as I’ve been told by banks and potential investors that they want an education to feel comfortable giving a loan or invest in a business. So, I asked for advice. His repl y was given with a serious face and direct eye contact, â€Å"Don’t do it.† In return I looked at him with an expression to convey the message â€Å"Are you kidding Micah?† Which he was able to decode and he answered with an addition, â€Å"†¦unless you are willing to live it.† He explained that there are operating hours when you’re actually working with the customers

School and Workplace Violence Free Essays

Violence in schools and at workplaces is a common incidence in the American community. They are indeed a major threat to the guarantee of health and safety security in these crucial institutions of our nation’s economy. There are a number of events which can lead to school or workplace violence such as unfavorable environmental and interpersonal relationships between mates (Anthony, 2000). We will write a custom essay sample on School and Workplace Violence or any similar topic only for you Order Now Just like any other act of violence in the community, law enforcement agencies are bound to safe the life of the victims and arrest the offender for interrogation. Due to our nation’s concern for the sustainable safety of the people, many rules, regulations, and practices have been developed to mitigate the problem. This essay is written as a discussion on school and workplace violence. The author identifies the events, facts and those involved in violence as well as how law enforcement respond to such incidences. A discussion on changes that have been made by those made by the institutions affected by violence incidents is also given. Workplace or school violence has been defined as any act of violence physical or psychological that as the end result of compromising the health and/or safety security of the victims (Rugala, 2003). Therefore, workplace and school violence encompasses; physical or threat of physical violence, harassment, and even intimidation. However, the most common form of violence is homicide (Kelleher, 1996). According to available statistics, such incidences can affect or involve staff, students (workers), and visitors. There are a number of events which can lead to violence at workplace or schools. First are poor interpersonal relations among individuals (Anthony, 2000). Understanding and appreciating others in a society is an important factor in the realization of sustainable relationships. Just to be stated here is the fact that different people have different worldviews as well as different ways of reacting to issues and circumstances. However, strong interpersonal relations serve to control risks of overreaction by enhancing communication (Anthony, 2000). Therefore, lack effective interpersonal relationships can lead to violence. Another event that can lead to violence is peer influence (Hunt, 2010). According to available research findings, most incidents of violence among students or workers are influence by groupthink mentality (Hunt, 2010). Just to be stated here is the fact the association can have the psychological impact of compromising individual reasoning and judgmental ability. Discriminative behavior can also cause violence. School of workplace bullying based on race, social-economic and personality are cited as having a major role in causing violence (Wodarski, Roberts Rapp-Paglicci, 2002). This is because they can result to stress and depression on the victims, thus resulting into revenge mentality. School and workplace violence is marked with numerous facts. First, they threaten the health and safety of those involved. Homicide is the leading cause of fatal injuries in schools and workplace (Hunt, 2010). Such include school or workplace shootings and/or stabbing. Therefore, violence in such institutions can be attributed to prior threats rather than instantaneous reactions. It is due to this reason that threat assessment is found to be a crucial tool for preventing violence. Another fact is that most incidents of violence are caused by lack of proper institutional policies (Wodarski, Roberts Rapp-Paglicci, 2002). Violence like harassment and intimidation are common between management and staff or students. Just to be noted is that the management must serve as a role model for the other members of the organization. Therefore, failing to ensuring respect for the personality, ethnical and cultural diversity in the organization evidently serves to influence workers and/or students negatively. According to statistic on incidents of school and workplace violence, most of the cases involve indoor members (Rugala, 2003). This has been closely attributed to the fact that it is in the institution where conflict among members can be more pronounced. Based on this, most offenders on incidents of homicide are students or workers (Rugala, 2003). On the other hand, in incidents of harassment and intimidation, the common offenders are the institutional managers such as teachers and company managers (Kelleher, 1996). This is closely attributed to misuse of power by instituting oppressive or discriminative behaviors towards certain members. Visitors are also common offenders particularly for homicide incidents but can also be victims of intimidation and harassment by members of the organization (Rugala, 2003). It is the sole purpose of the law enforcement agents to ensure the rule of law in the society. Incidents of school and workplace violence particularly homicide and assault are legally regarded as criminal offenses (Rugala, 2003). Therefore, the initial response by law enforcement is usually to intervene to save the life of the victim and arrest the offender for interrogation (Wodarski, Roberts Rapp-Paglicci, 2002). This is important not only in mitigating further health and safety harm to the victims but also for setting the initial step towards the realization of justice for the incident. However, the process of realizing justice for violence incident requires adequate investigations not only to collect evidence for criminal charges against the offenders but also to seek lasting solutions to such incidents in the institution (Rugala, 2003). This is why law enforcement engages with members for establishing how, why and who were involved in the incidents. Still, since some incidents occur without the presence of law enforcement agents, the process of investigation can involve forensic crime analysis. This is mainly used as a technical way of qualifying evidence given by witnesses of the incident thus enhancing its admissibility during prosecution. Incidents of school and workplace violence have evidently led to many changes to those affected. First, the government, as the sole custodian of the people, has engaged in the development of effective rules and regulations for enhancing workplace and school safety (Anthony, 2000). Such actions by the government have led to the founding of the National Institute for Occupational Safety and Health (NIOSH) which seeks to educate institutions on the importance of having an environment free of violence for workers (Wodarski, Roberts Rapp-Paglicci, 2002). On the side of law enforcement, incident prone zones are usually marked with presence of police as a measure of ensuring fast and effective response to acts of violence. Another change is that most organizations respond to violence incidents by sucking the offender and developing anti-violence policies. Creating awareness among the parties involved in an institution is quite important (Anthony, 2000). Therefore, most of these anti-violence policies by organization are mainly tailored to advice people of how to identify and report or prevent violence threat incidents. An example is the requirement for training employees to be resources of the Employee Assistance Program (Anthony, 2000). In conclusion school and workplace violence incidents are evidently preventable mainly due to their predictable nature (Rugala, 2003). It is due to this reason that all stakeholders should cooperate in the identification and finding viable solutions to the problem. Such an effective strategy should involve creation of awareness and development of stiffer rules and regulation to govern school and workplace conduct. Still important is that institutions should engage in efforts for establishing an anti-violence corporate culture for the sustainable future of school and workplace safety. References Anthony, B. (2000). Violence in the Workplace. A Prevention and Management Guide for Business. Oxnard, CA: Pathfinder Publishing. Inc. Hunt, O. (2010). School and Workplace Violence. Retrieved March 27, 2010, from http://www.streetdirectory.com/travel_guide/204655/careers_and_job_hunting/school_and_workplace_violence.html Kelleher, M. (1996). New Arenas for Violence: Homicide in the American Workplace. Westport, CT: Praeger. Rugala, E. (2003). Work Place Violence: Issue in Response. Retrieved March 27, 2010, from http://www.fbi.gov/publications/violence.pdf Wodarski, J., Roberts, A., Rapp-Paglicci, L. (2002). Handbook of Violence. New York: John Wiley Sons. Inc. How to cite School and Workplace Violence, Papers

Project and The Program of Megatronic †MyAssignmenthelp.com

Question: Discuss about the Project and The Program of Megatronic. Answer: Project Vs Program I agree with the approaches set out by Mike Fritz as the definition of the project or program is although twisted in case of Megatronic but helps in producing flawless products. The bounding box concept followed in the organization is quite interesting and effective. The concept of program in the organization has an aim of delivering new products. The products that are released after certain modification including the cost cutting, increasing sustainability is referred to a project. Therefore, the concept of the project and the program is very interesting and different in this case with a clear and effective definition of the same. This is therefore an efficient approach of managing the different processes and operations of product development. The program is planned keeping in mind the requirements and the set boundaries of the bounding box theory. This ensures the delivery of product within the schedule as the schedule conditions and the boundaries are very tight in the bounding bo x concept. Furthermore, the different factors of the bounding box concepts depend on risk, size and opportunity (Milosevic, Patanakul and Srivannaboon 2010). The approver of the management, which mainly includes the major stakeholders and sponsors determines the different range of condition that defines the bounding box. Therefore, the concept of the box depends on the agreement of the stakeholders, which relates to the concept of the traditional program management as well. I agree with the set approach by Mike Fritz because the policies that are proposed consider NPI or new product introduction as their top endeavor. This helps the programs to win over project. This is a great concept that works in favor of the business profit for the organization, as the NPI is responsible for increasing the market value and the popularity of Megatronic across the globe. The company Megatronic has an interesting way of distinguishing between projects and programs. The only advice I want to give to the company is that the their process of differentiating a project and the program is very different from the normal definition of these two entities and therefore the new employees should at first be thoroughly trained about these methods. This is essential, as the definition of these common terms is very different in Megatronic (Milosevic, Patanakul and Srivannaboon 2010). Another suggestion that I would like to give the company about the differentiation between project and programs is that the program development in the company is subjected to completion of a program within the schedule without considering its cost. This can be avoided with a planned approach of project or program management. This is essential because following the traditional approach of developing a program, the cost of production may exceed far beyond the limit than expected. This can have a negative effect on the company. Furthermore, completing the project within a constricted timeframe may have adverse effect on the product and its development. However, the process and the definition of program and project are very clear and the way they do the works are lucid as well. Program Initiation The solution that I would suggest is the chemical based security system proposed by the Early Birds, Ltd. This is because it meets the standard and complies with the law. This is because although it is not the system with the lowest cost, it is a system with a reasonable cost. Furthermore, this system is easy to use to some extent. The company has a prior business relationship with this vendor and therefore negotiations may be possible, which result in lowering the cost of the system. The system is needed to be implemented within the next 60 days and this system is generally delivered within the 30 days of order placement (Milosevic, Patanakul and Srivannaboon 2010). Therefore, it would help in installment of the system within the deadline. The most important aspect of this system is that it provides a spraying area of 250 square meters. The maintenance cost of the system is reasonable as well as the maintenance plan is calculated in terms of the whole project and not according to th e units. The chemical based system is an increasing trend and therefore can be considered for this purpose. Since it is easy to use to some extent, a proper training program would sufficiently help the employees and the staffs in using the system. With the limited information that is provided by the vendors, and after proper analyzing those content. It is recommended for the organization to use the services provided by the Early birds limited. This is because it covers the major aspects of the requirements and the demands of the finance manager, plant manager, production manager and the safety manger. Therefore, it can be said that the system or the services that are provided by Early Birds limited are suitable for this case. A program is a compilation of different tasks that have exceptionally large, long range objective, which are broken down into a number of projects (Shao, Mller and Turner 2012). The fire extinguishing systems were to be installed in the new building and James Duff was assigned to evaluate the systems that are to be installed in the new building. The systems were to be implemented as an initiative to fulfill the employee safety issue. Therefore, it would have been better for the company to involve not only the program manager but also the manager of the different sectors to suggest and appropriate system. James Duff however took the right decision to involve the views of the plant manager, safety manager, production manager and the finance manager. This was essential because the system that was to be implemented involved a large investment and had the criteria of fulfilling the legal issues related to the employee safety (Milosevic, Patanakul and Srivannaboon 2010). The primary criter ia of decision making should not be the suggested features by the different managers but the functionality of the system. If these criteria would have been used as an accessing scale and primary aspect of decision making, James would not have faced so many difficulties in selecting a proper system. Program Stakeholder Engagement The ideal decision of the Executive Team according to my view should be allowing the program to move to the phase 4 along with the permission to incorporate the new transition enquiry feature. This will although require an additional time of two months to complete and an extra cost of $100,000, incorporation of that transaction inquiry feature will make the system much more user friendly (Milosevic, Patanakul and Srivannaboon 2010). Since the system is to be developed for the employees and customers, it is essential for the system to meet all the criteria of managing the different functionalities with ease. This decision is justified because along with the schedule and the cost, the quality of the system is the topmost priority. Furthermore, it would not be a wise decision to implement the system without addition of the proposed feature because it would be difficult to add this feature during upgrading the system. It would be a costly upgrade process as well. Therefore, it is an effe ctive decision to incorporate the same feature during the implementation of the system. This will prevent the hassle of making modification of the system later on. Furthermore, the project manager Julia and her team were proactive in including all the necessary requirements in the project plan and were responsible enough to report the project progress to all the stakeholders as well. Keeping in mind the good track record of the project manager and her team I think the executive team would take a decision of moving on to the next phase of the project execution along with the permission to incorporate that feature into the system. Stakeholder management is a critical component required for successful delivery of the project (PractitionersGuide 2016). It is essential for the project team members to keep them updated about the project progress and the different processes by which the project can be improvised. The project manager performed all the duties ofproject management with ease a nd therefore the decision of giving the project manager and her team to a chance to improvise the project would be an appropriate decision. However, since the addition of the new feature would need a cost and schedule revision, the team would have the need to speed up the implementation procedure. The decision of the executive should not ideally be the kill decision as the record of accomplishment of the project progress and the project team members are noteworthy. Furthermore, the decision should not be a hold decision since it would delay the project for a long period, which the organization cannot afford at this moment. Considering all these aspects, I consider that the ideal decision of the executives should go in favor of the project team members. This decision would however indicate the need of budget and the schedule revision that may affect the organization to some extent. However, considering the necessity and the benefits of the system, I find the decision of the executive should ideally consider the addition of this feature and approving the project to move on to the next phase. Program Governance The program strike zone is an interesting concept for maintaining the different process and the programs effortlessly. It is an effective tool that is used in tracking a programs progress towards the achievement of the key business result by identifying the critical success factor of the program. The major objective of the program strike zone is to develop the measures of a program that is important to the company. This allows the team members in working within a set boundary. The program team is further empowered to execute the program only if its meets the specific requirements. The major benefit of program strike zone is that it fosters excellent communication on the program objectives, expectations and the program status throughout its entire life cycle (Milosevic, Patanakul and Srivannaboon 2010). Another major advantage of this program strike zone is that it is generally used to focus the team and the management attention of the different critical program issues that can be fac ed while executing the program. The different program status are marked appropriately in this system that helps in managing the different programs or project more appropriately. If a program meets all the requirements and the management approves the threshold, the program status is marked in green. This reflects the steady progress of the project and therefore requires very less attention. On the other hand, if the critical target or the limit is compromised, the situation requires an immediate attention; the tasks are generally marked in yellow or red according to their severity. This is a primary benefit or advantage of this system as it helps in understanding the different status of the works. This helps in prioritizing the operations or the processes that requires immediate attention. The program strike zone provides useful and timely management and provides guidance for better program monitoring and controlling purposes. The major disadvantage of program strike zone is that pro per defining and identification of the boundaries is necessary for proper project management. If the company fails in setting up the boundary correctly, the program strike zone may not work. The major challenge in program governance in implementing the program strike zone is identifying the critical success factor of the program. This is very important in prioritizing the project as it provides a means of timely management guidance for better program monitoring and control purposes. Furthermore, proactive attention is needed for checking the progress of every projects that would further help in proper program management. Another major challenge that the organization might face in managing a project with the implementation of a program strike zone is the planning and execution of the program within the set boundary of the program strike zone. This would further create a problem in execution of the project that follows an agile project methodology approach. This is because it would be difficult to add new feature and scope to the project if its objectives and boundaries are already defined. These are the basis challenges of implementing a program strike zone concept. Program Theory I agree with the given statement because it is truly difficult to make a clear distinction between the project and the program. Project and the program can be explained in simple words. A collection of different project makes a program. Program therefore is considered as broad project subdivided into different phases. These phases can be considered as small projects that has set or defined objectives. The different projects can be combined to develop a program. Therefore, it can certainly be said that the program management is more than a scaled up version of the project management. Many different projects are collaborated in developing a program, the programs might include elements that are outside the scope of a project. This is because a huge task or program is subdivided into number of phases, which is known as project. These projects generally have a clear scope and combination of these small projects helps in development of a program (Kerzner 2013). The program has an altogethe r different scope as the combination of different projects gives rise to the program. Since a program is a large entity, it is expected to include different out of scope objectives as well. Therefore, it is possible for the program to include elements that are outside the scope of individual projects within the program.Project management is the application of knowledge, skills, tools and techniques to the project activities to meet the requirements. While the program management deals with the management of different coordinated project in obtaining the benefits and controls for managing them individually. Many product deliverables is included within a program, which can benefit the management. Therefore, it can be said that a project and a program is related, as the programs requires successful implementation and execution of different projects. Therefore, without project, a program does not exist and therefore it becomes very difficult to make a clear distinction about a project an d a program. Program management can be termed as a scaled up version of project management because the program management includes further more detailing and need more monitoring than a project. Since a program is comprised of a number of projects, even the failure of a single project may result in the failure of an entire program. Therefore, a scaled up monitoring and control is required for program management, which may not be an essential need of project management. Programs include elements that are outside the scope of a project, as collaboration of many projects makes a successful program (Conforto et al. 2013). Therefore, it is obvious that a program will include elements that are outside the scope of the individual projects within a program. The concept of program management is therefore far more complex than that of the project management and therefore it can certainly be said that the program management is more than a scaled up version of project management. The statement is justified as it draws a proper line of distinction between a project and a program and therefore I completely agree with the statement. References Conforto, E., Rossi, M., Rebentisch, E., Oehmen, J. and Pacenza, M., 2013.Survey report: Improving integration of program management and systems engineering. MIT Consortium for Engineering Program Excellence. Kerzner, H., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Milosevic, D.Z., Patanakul, P. and Srivannaboon, S., 2010.Case studies in project, program, and organizational project management. John Wiley Sons. PractitionersGuide, A., 2016. Project Stakeholder Management. Shao, J., Mller, R. and Turner, J.R., 2012. Measuring program success.Project Management Journal,43(1), pp.37-49.