Slavery and the Caribbean :: Slavery Essays

Slavery and the Caribbean Europeans came into contact with the Caribbean after Columbus's momentous journeys in 1492, 1496 and 1498. The desire for expansion and trade led to the settlement of the colonies. The indigenous peoples, according to our sources mostly peaceful Tainos and warlike Caribs, proved to be unsuitable for slave labour in the newly formed plantations, and they were quickly and brutally decimated. The descendants of this once thriving community can now only be found in Guiana and Trinidad. The slave trade which had already begun on the West Coast of Africa provided the needed labour, and a period from 1496 (Columbus's second voyage) to 1838 saw Africans flogged and tortured in an effort to assimilate them into the plantation economy. Slave labour supplied the most coveted and important items in Atlantic and European commerce: the sugar, coffee, cotton and cacao of the Caribbean; the tobacco, rice and indigo of North America; the gold and sugar of Portuguese and Spanish South America. These commodities comprised about a third of the value of European commerce, a figure inflated by regulations that obliged colonial products to be brought to the metropolis prior to their re-export to other destinations. Atlantic navigation and European settlement of the New World made the Americas Europe's most convenient and practical source of tropical and sub-tropical produce. The rate of growth of Atlantic trade in the eighteenth century had outstripped all other branches of European commerce and created fabulous fortunes. An estimate of the slave population in the British Caribbean in Robin Blackburn's study, The Overthrow of Colonial Slavery: 1776-1848, puts the slave numbers at 428,000 out of a population of 500,000, so the number of slaves vastly exceeded the number of white owners and overseers. Absentee plantation owners added to the unrest. Rebellion was common, with the forms including self mutilation, suicide and infanticide as well as escape and maroonage (whereby the slaves escaped into the hills and wooded interiors of the islands and set up potentially threatening communities of their own. See references in Wide Sargasso Sea). Jamaica holds the record for slave revolts, with serious uprisings in 1655, 1673, 1760 and continued disquiet after that. The documentation of revolts in Trinidad is less complete, but we know of at least one serious plot in 1805. Guiana was actually governed by a slave named Cuffy for a year after the revolt in 1763, and Barbados also had numerous plots, including s ix between 1649 and 1701.

Bus 630 Week 1 Discussion

BUS630 WEEK 1 Ashford University MANAGERIAL ACCOUNTING: This week students will: 1. Explain the primary ethical responsibilities of the management accountant. 2. Illustrate the key principles of managerial accounting including cost concepts. 3. Distinguish between the behavior of variable and fixed cost. 4. Explain the significance of cost behavior to decision making and control. 5. Determine the necessary sales in unit and dollars to break-even or attain desired profit using the break-even formula. FINANCIAL VS MANAGERIAL ACCOUNTING-Financial accounting is the branch of accounting that organizes accounting information for presentation to interested parties outside of the organization. The primary financial accounting reports are the balance sheet (often called a statement of financial position), the income statement, and the statement of cash flows. The balance sheet is a summary of assets, liabilities, and shareholders’ equity at a specified point in time. The income stateme nt reports revenues and expenses resulting from the company’s operations for a particular time period.The statement of cash flows shows the sources and uses of cash over a time period for operating, investing, and financing activities. Managerial accounting is the branch of accounting that meets managers’ information needs. Because managerial accounting is designed to assist the firm’s managers in making business decisions, relatively few restrictions are imposed by regulatory bodies and generally accepted accounting principles. Therefore, a manager must define which data are relevant for a particular purpose and which are not. In managerial accounting, however, the segment is of major importance.Segments may be products, projects, divisions, plants, branches, regions, or any other subset of the business. Tracing or allocating costs, revenues, and assets to segments creates difficult issues for managerial accountants. Two important similarities do exist. The tra nsaction and accounting information systems discussed earlier are used to generate the data inputs for both financial statements and management reports. Therefore, when the system accumulates and classifies information, it should do so in formats that accommodate both types of accounting.Discuss a possible negative managerial scenario that the regional manager may be sensing. The Regional Manager is piecing together trends and abnormalities in order to predict the near future of store #9. At a glance, we determine that store 9 run by an effective manager with a successful track record. However, the lack of investment in training signals an attempt to cut overhead cost in order to show a larger store profit. Cutting employee training may be an effective tool for the short term but may create issues in the future. Additionally, we see that the Store has decided to withdraw from several costly, but high visibility events.Again, this may be a reduction in variable cost in order to reduc e store overhead in the short term and increase profitability. The Regional Manager’s concern is that the entire company profits from these community events, not just the single store, and therefore, the impact may be detrimental to sales in multiple areas. Lastly, we see that store #6 has increased its operating costs since the store manager in question departed. This signals an issue consistent with the concerns above that this manager simply aims to reduce overhead as low as possible in order to increase the overall store profit.Might the manager of Store 9 be an exceptional manager? Although on the surface, the three trends above may appear to be negative; this store manager may in fact be a very effective manager. For example: Perhaps instead of accounting for the trainee’s hours as overhead in training costs, he has put that individual in a position to learn-on-the-job, therefore, making the employee’s working hours into a direct labor cost and minimizing overhead. When it comes to advertising, we saw the manager spent most of his advertising dollars early in the year.It may be possible that the manager elected to spend his variable expense advertising dollars during a time period where they would produce the most sales, and then tapered off his advertising dollars during a time period of steady business flow. Lastly, the cancellation of high visibility events may have been due to the determination that cost was not yielding substantial sales or visibility. Despite this fact, it stands to reason that a store manager would inform a regional manager of any choices having a broader impact to the overall company.If there was a lack of communication here, I believe it is to the detriment of the store manager’s credibility. What are the ethical implications of the scenario? Variable Cost defines the cost of a single assembled product based on the materials consumed and labor invested directly in unit production. To illustrate our po int, we can say that making a single baked potato with all of the fixings will cost $3. 00 to produce (potato, sour cream, chives, plate, fork, napkin and labor). If we decide to go into the baked potato business, we must then sell these potatoes for at least $3. 00 per unit.Any less would cause us to lose money on the endeavor. This cost cannot be made up by increasing volume of sales. Judy Koch discussed the fact that bulk purchases can benefit you reduce these variable costs. If we decided to purchase potato-making materials in larger quantities and hired more workers to produce these products, we could then possibly produce our product for a lower Variable Cost based on the new price. Fixed cost will remain the same no matter how our potato shop does. As an example, our potato restaurant rental costs will be the same whether we sell one hundred potatoes or zero potatoes per month.The electricity, the heating costs, the manager’s salary. All of these factors will stay cons istent no matter how many units we sell. Judy Koch’s statement is in reference to the fact that these costs are indeed changeable, however, they do not vary per unit sold. We can decide to upgrade our successful restaurant and pay higher rental fees, the government can increase our tax liability and we can hire more management. None of these costs will increase if we sell more potatoes. They are independent of unit sales.

My Classroom Management Plan Essay - 2727 Words

A classroom management plan is essential in order for a teacher to affect student learning. An effective plan will take into consideration many factors. First and foremost the focus must be on the content of the material to be taught. The teacher must plan the academic lessons thoroughly. It is important to keep your eye on the ball. Your goals for the academic progress must be at the heart of this plan. Therefore you must know where you are taking this class, before a path can be chosen. In this respect, I share the philosophy of William Glasser. He believes that the key to classroom management is a vital interesting curriculum. A need for this curriculum must be demonstrated to be relevant in their everyday lives, and†¦show more content†¦They all feel that establishing a classroom community is important. After all the need for belonging is very important. Being an integral part of a community is belonging on a very large scale. For students or anyone to feel l ike they are members of a community, they must have made an investment in it. Albert believes that the contribution to the code of conduct is a sufficient contribution to form a community. Gordon suggests that contracts and agreements establish communities, as does Dreikurs. Kohn places the emphasis on cooperative learning, where academic contributions are the best way to forming a safe comfortable community. I think that they are all correct, but I believe that even a bigger investment could be made. Just like any community, it is important to have leaders and assignment of responsibilities. The method and process for the selection of these should be determined by the social contract, but I would like to see these issues put on the table. Here again I agree with Jones in practice but not theory. I like student led bell work and studentassigned chores. I think that if the leadership roles and chores were student generated, regulated, and rotated, everyone would eventually h ave a physical investment in each other and in the classroom itself. It could be a viable community. Consistent with their view of children, all of the theorists mentioned believe in a democratic classroom. Properly sold, the teacher’s academic goals willShow MoreRelatedMy Classroom Management Plan6191 Words   |  25 PagesClassroom Management Plan A. Theoretical Introduction 1. Philosophy of Classroom Management My philosophy of classroom management is that it should be used to meet both the students’ and the teacher’s needs. It should be constantly evaluated and re-evaluated in order to maintain an environment that is effective for both learning and teaching. An effective classroom management plan will enable the students and the teacher to respect each other. It is important in order for classroomRead MoreMy Classroom Management Plan Essay743 Words   |  3 Pagesthat for many beginning teachers, classroom management can be one of the most challenging aspects of their new career.   Knowing this, I decided to experiment with many classroom management approaches during my student teaching to find one that fit both my students and myself.   Based on these experiences, I designed a classroom management plan that I will implement in my classroom as a beginning teacher.   It is important to note, however, that my classroom management philosophy will be evolvin g as necessaryRead MoreMy Hybrid Classroom Management Plan891 Words   |  4 PagesMy hybrid classroom management plan that combines the Canter and Canter Assertive discipline style and Dreikur’s Democratic Teaching and Management procedures allows me to incorporate the students’ opinions and ideas into the classroom rules and procedures. 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I believe that the teacher is the leader of the classroom and should determine the learning needs of the students. To have an effective classroom management, I would begin the school year by dedicating some time in educating my students on the class rules, expectations, and consequences. I would strictlyRead More My Classroom Management Plan Essay1383 Words   |  6 PagesMany of us tend to equate classroom management with discipline (and for that matter, to equate discipline with punishment, but thats another story). I see classroom management as the processes and procedures that are in place to mitigate the need for punishment, leaving discipline to cleave to its roots of to follow. Anything else is not classroom management. It’s damage control. Classroom management starts, for me, with very clear expectations, and firmly established procedures.  I begin the