Americans for Gun Safety Foundation

centralized. Virtually every decision had to go to the top for approval, with the goal of limiting the low-level officer’s exposure to temptation. To reinforce the hierarchy, specialized units were created to deal with such problems as drugs, youth, guns, and gangs. As Bratton described it, [The department] was divided into little fiefdoms, and some bureau chiefs didn’t even talk to each other…. Each bureau was like a silo: Information entered at the bottom and had to be delivered up the chain of command

popular festivals with rational civic rituals. 3.Spontaneous popular uprisings had revolutionary potential only when they coincided with conflicts within the elite. The American Revolution, 1775–1800 A. Frontiers and Taxes 1.After 1763, the British government faced two problems in its North American colonies: the danger of war with the Amerindians as colonists pushed west across the Appalachians, and the need to raise more taxes from the colonists in

Jari Eloranta, Ph.D Assistant Professor of Comparative Economic and Business History, Appalachian State University, Department of History, Whitener Hall, Boone, NC 28608, USA Phone: +1-828-262 6006, email: elorantaj@appstate.edu Paper to be presented at the Sixth European Historical Economics Society Conference, 9-10 September 2005, Historical Center of the former Imperial Ottoman Bank, Istanbul. WHY DID THE LEAGUE OF NATIONS FAIL? INTRODUCTION The economic and political instability of the interwar

E SSAYS ON TWENTIETH-C ENTURY H ISTORY In the series Critical Perspectives on the Past, edited by Susan Porter Benson, Stephen Brier, and Roy Rosenzweig Also in this series: Paula Hamilton and Linda Shopes, eds., Oral History and Public Memories Tiffany Ruby Patterson, Zora Neale Hurston and a History of Southern Life Lisa M. Fine, The Story of Reo Joe: Work, Kin, and Community in Autotown, U.S.A. Van Gosse and Richard Moser, eds., The World the Sixties Made: Politics and Culture in

The Midnight Journal Entry Anne T. Lawrence, San José State University On an overcast afternoon in Portland, Oregon, on Friday, March 28, 2003, Richard Okumoto intently studied a set of hard-copy accounting documents called “adjusting journal entries” spread out on his desk. He had been appointed chief financial officer (CFO) of Electro Scientific Industries, Inc. (ESI), a multi-million dollar equipment manufacturer, just a few weeks earlier. Okumoto was in the midst of closing the company’s

of violence. The extremists have extended their terror campaign to many areas outside Punjab, forcing authorities to constantly review and beef up security in a prime terrorist target - New Delhi. The extremists, armed with powerful, sophisticated guns, have often targeted government and police officers and Hindu and moderate Sikh politicians; but, frequently, they have engaged in the random mass killing of ordinary Hindu civilians. This year has witnessed a dramatic increase in the number of attacks

7 Ethical Decision Making and Behavior As we practice resolving dilemmas we find ethics to be less a goal than a pathway, less a destination than a trip, less an inoculation than a process. —Ethicist Rushworth Kidder WHAT’S AHEAD This chapter surveys the components of ethical behavior—moral sensitivity, moral judgment, moral motivation, and moral character—and introduces systematic approaches to ethical problem solving. We’ll take a look at four decision-making formats: Kidder’s ethical checkpoints

.................................................................................... 5 Christopher Columbus (“Discoverer” of the New World?)........................................................................ 7 Sacajawea (Mysterious Native American Guide)

safety, of the product. In attempts to prohibit alcohol consumption through the Volstead Act, spending by the Bureau of Prohibition went from $4.4 million to $13.4 million annually. Spending by the Coast Guard was an average $13 million per year in the 1920s

9-701-132 REV. MARCH 8, 2002 GIOVANNI GAVETTI Ducati By the end of 2000, Federico Minoli had won his battle. Over the past five years, the “turnaround i artist” -- as Forbes magazine dubbed him –- had transformed a company on the verge of bankruptcy into one of the most profitable motorcycle manufacturers in the world; a mechanical concern into a global brand; a fast motorcycle into a symbol of Italian design and tradition, extreme performance, and technical excellence. Under Minoli, Ducati