The origins of the Strategy

The origins of the Strategy This domain has quickly evolved for the company in the same way: to reach the objectives. The corporate strategy today involved the specification over long term goals and objectives that will create add value. Every aspects of the organization have his own function (people, finances, productions, and environment). A corporate strategy is driven by the companys goal which can be several purposes: for example provide works to his employees, distribute a dividend to the stakeholders or give a wider range of products to the customers. The goal of any strategy, according to Porter, is to create a competitive advantage. In other words, a strategy would create an advantage regards as his competitors (low cost, differentiationà ¢Ã¢â€š ¬Ã‚ ¦.) and to create value for the customers. Corporate Strategy is the pattern of mayor objectives, purposes or goals and essential policies or plans for achieving those goals, stated in such a way as to define what business the company is in or to be in and the kind of company it is or is to be Lynch, 1997. Another role given to the corporate strategy is to make the link between the internal management of the organizations resources and the external relation between the different actors (suppliers, customers, competitors, economic environment) Today, two of the mains routes of corporate strategy are the Emergent and Prescriptive strategies. In the past, only the prescriptive strategy was used; but several environmental modifications (like oil price growing) have created and developed more incertitude for companies with this planned approach. Thus, the emergence strategy appears. These two strategies are going to be discussed and developed through this report. After that, I will explain with a relevant example, Maersk Line. PARLER COMPETITIVE ADVANTAGE The Prescriptive Strategy PRESCRIPTIVE According to Lynch, a prescriptive is one where the objective has been defined in advance and the main elements have been developed before the strategy commences. (Corporate Strategy, Lynch, 2000, p.52). The prescriptive strategy involves a tight supervision of all the planning process by the top of the management. For example, the top management expresses its initial requirements and issues broad guidelines to the lower levels of the organisations, which are then, translate into concrete action plans. The head quarter, through careful analysis would think about how the resources are going to be coordinated and redistributed among the business. (Corporate Strategy, Roger Bennett, 1999, p.356). So, the strategy would be developed into a linear system where everything is known. From the start to go, (where are we now), to the final objective. The prescriptive approach process is divided in 3 steps: Strategic Analysis Strategic Development Strategic Implementation Æ’Â  These 3 steps are clearly separated: The strategy would be developed according the environment and the resources of the company (macroeconomic, politicalà ¢Ã¢â€š ¬Ã‚ ¦.) on an agreed objective. Porter and Ansoff argue that the maximisation of the return on the capital is one of the main aims in a company. All the strategy will start from this point. The company will reconsider his missions/objectives if something would change and then works on all the options than the company will develop. But, before that the strategy commences. The company will select option(s) against the likelihood of achieving objective. To find the strategic route to reach the objectives will come out of the rational selection. His development would be done according: Consistency of the objectives Financial Æ’Â   do we have the resources? Suitability Æ’Â   how the options match with environment? (SWOT Analysis cf. Andrews) Validity Æ’Â   is the strategy logical and reasonable? Feasibility Æ’Â   do we have the environment to implement the options? Risks Æ’Â   are they important? Does it follow the stakeholders expectations? These essentials 7 points show that the evaluation is very important in the development process. The implementation of the strategy will be the final step according the chosen strategy option. Everything is going to be defined before than the company integer the market (Corporate Strategy, 2006, Lynch, p.54-55) Here an example of prescriptive strategy Sources: http://www.global-strategy.net/categories/Strategicmanagement Advantages Complete overview of the organisation There is a possibility to compare all the objectives. Clear picture of different choices that the company can use regards as the resources. The organisation has the possibility to observe the agreed plan as it is implemented. As well, the progression can be evaluated. Source: (Corporate Strategy, 2006, Lynch) Disadvantages Difficulties According to Mintzberg and Porter, there is no possibility to predict the future enough accurately to make rational and realistic choices. If the desire to organise the strategy is too developed, the creativity potential of the company and his members can be choked. ( Strategy Safari, p58) Define the long term strategy would not be possible. The strategies proposed present a logical and a capability to be managed in the way proposed. As well, to control all the variables can be a really difficult work. It tends to favour a centralization and concentration of decision making at senior management. Only the chief executive has the power of the decision between all the options. Nobody needs to persuade him on his decision. This can lead to a bad decision. It presents some very simplistic actions as the implementation phase that is separate and distinctive and only comes after than a strategy has been approved. Planning can be a source of strength and become a major obstacle for the flexibility and adaptability of the enterprise and thereby harm the development of innovative ideas. Haut du formulaire Source: (Corporate Strategy, 2006, Lynch) The emergent strategy EMERGENT Lynch says that an emergent strategy is a strategy whose final objective is unclear and whose elements are developed during the course of its life, as a strategy proceeds. A strategy emerges and adapts her-self to the environment and the humans needs. This idea is one of the fundamental lines of the emergent strategy. Nevertheless, it has to be noted that there are an important number of variations possible. (Corporate Strategy, 2006, Lynch) The emergent strategy process is not lock on Top Down schema (which is formed earlier, like the prescriptive strategy). This strategy build in bottom-top structure, can be developed from the ideas and constructions coming directly from the market reality. The participative management integers tools like the management system control which promote the emergence of new strategy. (Simons, 1995) (Strategy Safari, Minztberg Ahlstrand Lampel) One of the recommendations, according Scott D. Anthony, Mark Johnson is to keep the door open for all the new ideas coming from the field and not to be too rigorous with the definitions of the objectives and be able to change the lines of the strategy at any time. Thank to the person working directly on the field whose brings essential information regard as the market expectations. Henry Mintzberg As we say, an emergent strategy is open for any changes. During this revision of the strategy, it allows to alter the course of the strategy judiciously or more radically, to redesign the strategy in order to take advantage of an opportunity. The pessimist sees difficulty in every opportunity. The optimist sees the opportunity in every difficulty. Winston Churchill There is not final objective with an emergent approach. This is more like a series of experimental approach and discussion developed than the strategy goes ahead. The development and the implementation of the emergent approach are not distinct. These 2 stages work together. Firstly, we are going to identify what are the objectives. The strategy emerges from the background and knowledge of the company. It has to be very clear. After the objectives are defined, we discuss about the different options/choices possible and argue with members within the company to develop and implement to strategy. If the strategy works, it will stay on the same way trying to optimize. However, if the strategy does not meet the objectives, all the members will discuss about another compromise.And so on. We could say than this process has a circular structure. (Corporate Strategy, 2006, Lynch) Sources: http://www.global-strategy.net/categories/Strategicmanagement Emergent STRATEGY Advantages The strategy evolves continuously. It is a very flexible approach that can be developed over time according the new resources, policy and market expectations. Very efficient into fast moving market. It allows a constant development as more as the company learns about the strategy and market situation. The implementation is redefined, so it is an integral part of the strategy development process. The fact to work in a day by day approach allows the optimal culture to emerge instead of an artificial planning process Source: (Corporate Strategy, 2006, Lynch) Disadvantages Difficulties All the members of the company would have a very relevant knowledge about what the company does. The vision must be unified to avoid any muddle which can cost a lot to the company. The experience would be a really important point to counter this concern. According to Mintzberg, it is more complex to develop than a prescriptive strategy because it is constantly changing and ask more implication in the long term. Although the process of the strategy selection has to be softening according to the managers acceptation, this does not make it wrong; rational decision making based on evidence has a greater chance than a premonition or a personal whim. After the presentation about the emergent and prescriptive approach, I think interesting to take in consideration the debate between these two kinds of strategies. This is what I am going to speak about in the next part: DISCUSSION Today, according to March, a lot of companies are confronted to combine two conflicting ideas to survive: firstly, the capability and maintain of their aptitudes into a changing market, and secondly, the control and the stabilization on certain strategic activity than reach their maturity. (March, 1991). We are actually between the emergent and prescriptive approach. The idea of Jansen, in 2005, gives a good illustration of the combination: the adaptation into a changing environment, explore new ideas or new processes and to develop new products and service for emerging market. At the same time, they need to be stable to maintain and exploit their actual competences and operate into existing market. Thus, the management is between two sides: the exploration and the exploitation. EXPLOITATION EXPLORATION Improvement Choice Production Efficiency Selection Implementation Execution Research Variation Ventured Strategy Game Acting Flexibility Discovery Innovation MARCH 1991, p71 These two philosophies appear closely related. In 1934, Schumpeter developed a thesis saying that if the company creator stops innovating, he would lose, in opposition, his creator position. (). Therefore, we can see that the prescriptive notion appears integral part of the emergent approach. Mintzberg says that the planning and the strategy are different. He argues that a bureaucratic or analytical planning process mislead the managers into thinking that they are planning strategically and hence developing and improving organizational for the future. He has received a lot of critics. Indeed, a lot of people say that his approach his very simplistic. D. Powell says: Planning must involve both analysis and thinking. Changing labels wont improve poor processes or teach planning skills to those who lack them. Mintzberg raises a valid issue, but he fails to offer any real solutions. http://planningskills.com/askdan/11.php Parler que avoir les capacities peut faire la difference dans une organisation The different management school are The company would be confronted to a dilemma between Le concept de stratà ©gie à ©mergente  « ouvre la voie à   lapprentissage, parce quil reconnaà ®t le droit de lentreprise à   faire des expà ©riences. Une action isolà ©e sera menà ©e, des retombà ©es seront observà ©es, et le processus continuera jusquà   ce que lentreprise se rassemble sur un modà ¨le, qui deviendra sa stratà ©gie  » (Mintzberg et al., 1999, p. 198). En dautres termes :  « Lentreprise a pris des mesures, lune aprà ¨s lautre, qui ont fini par converger pour donner une certaine cohà ©rence, ou schà ©ma  » (Mintzberg et al., 1999, p. 21). Or, pour Mintzberg et ses co-auteurs, toute stratà ©gie en prise avec le monde rà ©el, se doit de conjuguer stratà ©gies dà ©libà ©rà ©es et stratà ©gies à ©mergentes :  « exercer un contrà ´le tout en favorisant lapprentissage  » (Mintzberg et al., 1999, p. 22). Là   encore, lentreprise est confrontà ©e au dilemme entre exploitation et exploration : mettre en oeuvre et contrà ´ler des stratà ©gies intentionnelles et dà ©libà ©rà ©es et, dans le mà ªme temps, dà ©tecter et formuler de nouvelles stratà ©gies dont il convient de favoriser là ©mergence  « ladaptation aux environnements compà ©titifs  » et surtout, vers les stratà ©gies à ©mergentes :  « les systà ¨mes de contrà ´le interactif sont utilisà ©s pour guider les processus bottom-up dà ©mergence de la stratà ©gie  » (Simons, 1995, p. 98). Cette distinction entre contrà ´le diagnostic et contrà ´le interactif traduit lopposition dà ©sormais classique entre deux modà ¨les de reprà ©sentation du contrà ´le de gestion http://www.wikiberal.org/wiki/Henry_Mintzberg Application with Maersk Line Strategy From the start to go, Maersk has been a very innovative company Nils Smedegaard Andersen (Maersk CEO) In a former time (1920), Maersk Line was a shipping specialist within the chemical industry. They operated in United States and East Asia thank to 6 tankers. The company understood very quickly than the business could be more developed. So, they made up their fleet with news engines in order to have more productivity. They adapted them-self to the new environment asking for more efficiency and created a competitive advantage (cf. Porter). The competitors stayed with old engines. 30 years later, they started to build larger units vessels to follow the market expectations. The new constructed port would provide more space in which bigger boats can operate. They adapted their strategy which was to transport more units at the same place because the market was growing. The strategies emerged from the market. http://www.maersk.com/AboutMaersk/WhoWeAre/Pages/History.aspx?SSItemId=8 Another plan used in the 60s was the diversification of his strategy thank to the containers revolution. Indeed, the standardization of the exchange would provide a very interesting future in this sector; where the company dedicated very important amount in the investment. The amount was around $2 billion (the biggest investment of the company at this time) to follow an emerging market. They opened a new area in the company through this opportunity and implementing a emergent strategy. In 2008, Maersk Line drove his new strategy. The objectives were to drive the turnaround of the business and return to sustainable profitability based on the long term. More than everything, Maersk Line wanted to reinforce his leadership position in the shipping market. Maersk is today is 10 times largest than it was 10 years ago and as the CEO said The have lost focusà ¢Ã¢â€š ¬Ã‚ ¦the way we operate today does not conform to our present size. With the growth we have had, the complexity has grown and so has the bureaucracy (Jaunary14, 2008, The Journal of Commerce) http://web.ebscohost.com.librouter.hud.ac.uk/ehost/pdfviewer/pdfviewer?vid=1hid=105sid=833f65f7-a644-40dc-b0dd-3c5c53fabf3d%40sessionmgr111 This strategy is endorsed on the improved financial results and customer satisfaction seen in the closed past. Thank to that, we can see that the company has developed his strategy according to his good results experience of the market in the recent months. Indeed, during the 6 previous months of this period the company had feedbacks from customers. The strategy had four core elements: Filling the ship with profitable cargo Provide the most reliable product demanded by our customers Provide a faster, more responsive service closer to customers Reduce complexity and cost First of all, to reduce the complexity and the cost, the global organization has reduced by 2,000 to 3,000 positions out of 25,000, principally cut into the middle management. The main point is reducing the regional organizations into smaller teams. To reduce the impact and consider the human aspect of the firing, the organization informed long time ago to the concern people in order to them to find alternative solution and sometime come along them to find new positions. As well, pushing decision-making out to the countries: as close as possible to the customers. With this new process, the company had reduced the bureaucracy and streamline processes. As expected, the complexity is reduced for a double benefice: for the customers because they will have a better proximity service and for the internal efficiency, less complex. Through this point, we can say than the company redesign his decision making process in order to be more reactive and close with the customers. In another word, the Maersk will be more empowered with his customers. It will be for example faster to take a decision into a part of the world; do not waiting for the head quarter to give his feedbacksà ¢Ã¢â€š ¬Ã‚ ¦For the future; the decentralized management will develop the emergence of local strategy and give, again, more signification to the launched of this proximity service strategy. As well, the fact to work more closely with the customers and build long term relationship provide as well, a better visibility and allow a better anticipation. It is a brilliant solution for the future of the company. The strategy has been implemented in few months. Journal Traffic World, January 21, 2008 http://web.ebscohost.com.librouter.hud.ac.uk/ehost/pdfviewer/pdfviewer?vid=1hid=105sid=cb510fcd-112a-4c32-b25b-cb5f62f1c019%40sessionmgr113 Through this strategy, we have seen the importance of the market learning. The experience provides the better knowledge than a company can have. According to Eivind Kolding (CEO), the new management team, which will drive the strategy, has the experience and proven ability to deliver results. As we have seen previously in the report, the experience of the market is a key factor for the competitiveness of the organization. Having the experience of the market and the customers expectations, they applied the better strategy as possibleà ¢Ã¢â€š ¬Ã‚ ¦ http://www.maerskline.com/link/?page=lhp_newspath=/asia/taiwan/20100222 The benefits of this emergent strategy are today already visible. The activity of the Maersk Line is from now on good position. The result are better than expected and to reach a $168 million net profit (1st trimester 2010) against a loss $581 million (1st trimester 2009). The turnover as well gives a good idea of the progression: $5.743 billion (1st trimester 2010) against $4.661 billion (1st trimester 2009). Eivind Kolding The market has been better and our efforts are gainful. Maersk has been able to develop all his strategy through the time and thus, take advantages of certain situation The company wants still to improve his competitiveness and they are ready to catch new opportunities bolting from the actual economic situation. http://www.meretmarine.com/article.cfm?id=113177 http://www.maerskline.com/link/?page=lhppath=/africa/guinea/general/news http://www.maersk.com/AboutMaersk/WhoWeAre/Pages/History.aspx?SSItemId=8 CONLUSION Through this project, we have studied the difference between the emergent and prescriptive approach in Strategic and Corporation Management through an academic discussion, his different point of view and a company example. We have seen that the prescriptive approach is a strategy The experience is a key factor. JONK LOCKE Sentences

Summary of Reconfigurable Antennas for Wireless and Space Applications

Satellite and Mobile Communication Course Course Number: 361-2-5931 Lecturer: Professor Arnon Shlomi Article Summary Assignment â€Å"Reconfigurable Antennas for Wireless and Space Applications† By Christos G. Christodoulou, Fellow IEEE, Youssef Tawk, Steven A. Lane, and Scott R. Erwin, Senior Member IEEE Proceedings of the IEEE 100, no. 7 (2012): 2250-2261 Assignment by: 1. Introduction A reconfigurable antenna (RCA) is an antenna that is able to be formed, or bent. From this definition one can deduce the significance of such antenna to wireless communication. RCA will allow adaptation, additional functionality and more versatility.Therefore, RCAs, with the ability to radiate more than one pattern at different frequencies and polarizations, are necessary in modern telecommunication systems. The article discusses the different reconfigurable components that can be used in an antenna to modify its structure and function. These reconfiguration techniques are either based on the integration of radio-frequency micro-electromechanical systems (RF-MEMS), PIN diodes, varactors, photoconductive elements, or on the physical alteration of the antenna radiating structure, or on the use of smart materials such as ferrites and liquid crystals.All of the above techniques redistribute the antenna currents and thus alter the electromagnetic fields of the antenna’s effective aperture. Therefore, enabling the antenna to enhance its bandwidth, change it operating frequency, polarization, and radiation pattern. 2. Reconfiguring Techniques Six major types of reconfiguration techniques are used to implement reconfigurable antennas, as indicated in Fig. 1. Here I shell focus on two, electrical and optical RCAs. RCAs can be classified into four different categories. a) frequency RCA; (b) radiation pattern RCA, for this category, the antenna radiation pattern changes in terms of shape, direction, or gain; (c) polarization RCA; and (d) combination of the previous categorie s. There are several advantages in using reconfigurable antennas. (a) Ability to support more than one wireless standard. Hence, it minimizes cost and volume requirements, simplifies integration and offers good isolation between different wireless standards; (b) lower front-end processing.Therefore, there is no need for front-end filtering and there is a good out-of-band rejection; (c) best candidate for software-defined radio. Thus, has the capability to adapt and learn and can be automated via a microcontroller or a field programmable gate array (FPGA); and (d) multifunctional capabilities. Consequently, can change functionality as the mission changes, can act as a single element or as an array and can provide narrow- or wide-band operation. However, there are disadvantages for adding tunability to the antenna behavior. a) the design of the biasing network for activation/deactivation of the switching elements which add complexity to the antenna structure; (b) increase in the requi red power consumption due to the incorporation of active components which augments the system cost; (c) generation of harmonics and inter modulation products; and (d) need for fast tuning in the antenna radiation characteristics to assure a correct functioning of the system. Figure 1: Techniques to achieve RCAs 2. 1.Electrically RCAs The ease of integration of such switching elements into the antenna structure has attracted antenna researchers to this type of RCAs despite the numerous issues surrounding such reconfiguration techniques. These issues include the nonlinearity effects of switches, and the interference, losses, and negative effect of the biasing lines used to control the state of the switching components on the antenna radiation pattern. RF-MEMS: The antenna shown in Fig. 2 is a reconfigurable rectangular spiral antenna with a set of RF-MEMs switches, which are monolithically integrated and packaged onto the same substrate.The antenna is printed on a PCB substrate and fe d through a coaxial cable at its center point. The structure consists of five sections that are connected with four RF-MEMS switches. The spiral arm is increased by discrete steps as integer multiplications of the length of the first segment of the rectangular spiral. It is increased following the right-hand direction to provide right-hand circular polarization for the radiated field. The location of switches is determined such that the axial ratio and gain of the antenna are optimum at the frequency of interest.Based on the status of the integrated RF-MEMS, the antenna can change its radiation beam direction [2]. Figure 2: (Left) a radiation pattern RCA. (Right) fabricated prototype with the biasing line 2. 2. Optically RCAs An optical switch is formed when laser light is incident on a semiconductor material. This results in exciting electrons from the valence to the conduction band and thus creating a conductive connection. The linear behavior of optical switches, in addition to t he absence of biasing lines, compensates for their lossy aspect and the need for laser light to activate them.Integrated Laser Diode: Optically RCAs can be implemented by integrating laser diodes directly into the antenna substrate. A copper piece is attached to the back of the antenna ground, as shown in Fig. 3. This piece has a minimal effect on the antenna radiation pattern since it has a small depth and a smaller width and height as the antenna ground plane. The laser diodes are activated via a current driver to generate the required output optical power. An example of this type of reconfigurable antenna is shown in Fig. 3a. The antenna top layer is the radiating patch while the bottom layer represents the antenna ground plane.Two silicon switches (S1 and S2) are included to allow the antenna to tune its resonant frequency. To activate the silicon switches, laser diodes are integrated within the antenna substrate by attaching a small copper piece to the ground of the antenna, as shown in Fig. 3b. Two holes are drilled throughout the substrate in order to allow the light from the laser diode to be delivered to the silicon switches. These copper pieces are also used as a heat sink for the laser diodes [3]. Figure 3: (a) optically RCA. (b) Laser diode integration with copper fixture, back layer. (c) Prototype, to layer . 3. Smart Materials RCAs Antennas are also made reconfigurable through a change in the substrate characteristics by using materials such as liquid crystals or ferrites. The change in the material is achieved by a change in the relative electric permittivity or magnetic permeability. In fact, a liquid crystal is a nonlinear material whose dielectric constant can be changed under different voltage levels, by altering the orientation of the liquid crystal molecules. As for a ferrite material, a static applied electric/magnetic field can change the relative material permittivity/permeability. . Satellite Applications The need for dynamic space app lications has led to the realization of RCAs for satellite communication. In such systems, it is necessary to reconfigure the antenna radiation pattern to serve a new coverage zone, limit fading in rainy areas, and maintain high data rate at all possible frequency bands of operation. E. g. an antenna structure for satellite applications generates an elliptical beam ranging from 10. 95 to 14. 5 GHz using an 85-cm aperture. Using a rotational and zooming mechanism, the antenna can tune its radiated beam from a â€Å"small ellipse† of 2. 3 °X3.  ° to a â€Å"large ellipse† of 6 °X9 ° [4]. Reconfiguration in space has also been achieved through the use of deployable antennas. These antennas change their shape from compact, small structures to large blooming antennas in space. The objectives are to realize high gain and high directivity, which are primarily determined by the size of an antenna aperture. The antenna itself can be reconfigurable to cover several frequ ency bands as the mission of the satellite changes. 4. Summary Reconfigurable antennas were divided into electrically, optically, physically, and smart-material-based tunable structures.Christodoulou et-al expect future smart reconfigurable antennas to be completely multifunctional and software controlled with machine learning capabilities that can detect changes in their RF environment and react accordingly. Moreover, the merging of deployable and reconfigurable antennas will open new frontiers in the design of antennas for space communications. 5. References 1. Christodoulou, Christos G. , Youssef Tawk, Steven A. Lane, and Scott R. Erwin. â€Å"Reconfigurable Antennas for Wireless and Space Applications. † Proceedings of the IEEE 100, no. 7 (2012): 2250-2261. 2. won Jung, Chang, Ming-jer Lee, G. P.Li, and Franco De Flaviis. â€Å"Reconfigurable scan-beam single-arm spiral antenna integrated with RF-MEMS switches. † Antennas and Propagation, IEEE Transactions on 54, n o. 2 (2006): 455-463. 3. Tawk, Y. , J. Costantine, S. E. Barbin, and C. G. Christodoulou. â€Å"Integrating laser diodes in a reconfigurable antenna system. † In Microwave & Optoelectronics Conference (IMOC), 2011 SBMO/IEEE MTT-S International, pp. 794-796. IEEE, 2011. 4. Roederer, Antoine G. â€Å"Antennas for Space: Some Recent European Developments and Trends. † In Applied Electromagnetics and Communications, 2005. ICECom 2005. 18th International Conference on, pp. 1-8. IEEE, 2005.

Gabriel Prossers Plot for Freedom

Gabriel Prosser and his brother, Solomon, were preparing for the farthest reaching rebellion in United States History. Inspired by the egalitarian philosophy that launched the Haitian Revolution, the Prosser brothers brought together enslaved and freed African-Americans, poor whites, and Native Americans to rebel against wealthy whites. However, a combination of inclement weather conditions and the fears of a few enslaved African-American men halted the rebellion from ever taking place. Gabriel Prossers Life Prosser was born in 1776 on a tobacco plantation in Henrico County, Va. At an early age, Prosser and his brother, Solomon, were trained to work as blacksmiths and  was also taught to read and write. By the age of twenty, Prosser was considered a leader—he was literate, intelligent, strong and stood over six feet tall. In 1798, Prossers owner died and his son, Thomas Henry Prosser, became his new master. Considered an ambitious master who wanted to expand his wealth, Thomas Henry hired Prosser and Solomon out to work with merchants and artisans. Prossers ability to work in Richmond and its surrounding areas allowed him the freedom to discover the area, earn extra money and work with freed African-American laborers. Gabriel Prossers Great Plan In 1799, Prosser, Solomon, and another slave named Jupiter stole a pig. When the three were caught by an overseer, Gabriel fought him and bit off the overseers ear. Shortly after, he was found guilty of maiming a white man. Although this was a capital offense, Prosser was able to choose public branding over being hanged if he could recite a verse from the Bible. Prosser was branded on his left hand and spent a month in jail. This punishment, the freedom Prosser experienced as a hired-out blacksmith, as well as the symbolism of the American and Haitian Revolutions  prompted the organization of the Prosser Rebellion. Inspired primarily by the Haitian Revolution, Prosser believed that oppressed people in society should work together for change. Prosser planned to include enslaved and freed African-Americans as well as poor whites, Native Americans and French troops in the rebellion.    Prossers plan was to take possession of Capitol Square in Richmond. Holding Governor James Monroe as a hostage, Prosser believed he could bargain with authorities. After telling Solomon and another slave named Ben of his plans, the trio began recruiting revolters. Women were not included in Prossers militia, but free blacks and whites became dedicated to the cause of insurrection. Pretty soon, the men were recruiting throughout Richmond, Petersburg, Norfolk, Albermarle and the counties of Henrico, Caroline, and Louisa. Prosser used his skills as a blacksmith to create swords and molding bullets. Others collected weapons. The motto of the rebellion would be the same as the Haitian Revolution--Death or Liberty. Although rumors of the upcoming rebellion were reported to Governor Monroe, they were ignored. Prosser planned the revolt for August 30, 1800, but it could not take place because of a severe thunderstorm that made it impossible to travel across road and bridges. The plot was supposed to take place the following day on Sunday, August 31, but several enslaved African-Americans told their masters of the plot. Landowners set up white patrols  and alerted Monroe who organized the state militia to search for rebels. Within two weeks, almost 30 enslaved African-Americans were in jail waiting to be seen in the Oyer and Terminir—a court in which people are tried without a jury but can provide testimony. The Trial The trial lasted two months and an estimated 65 enslaved men were tried. Almost thirty of these enslaved men were executed while others were sold to owners in other states. Some were found not guilty and others were pardoned. The trials began on September 11. Officials offered full pardons to enslaved men who gave testimony against other members of the conspiracy. Ben, who had helped Solomon and Prosser organize the rebellion, offered testimony. Another man named Ben Woolfolk offered the same. Ben offered testimony that led to the execution of several other enslaved men including Prossers brothers Solomon and Martin. Ben Woolfolk provided information on enslaved participants from other areas of Virginia. Before Solomons death, he provided the following testimony: My brother Gabriel was the person who influenced me to join him and others in order that (as he said) we might conquer the white people and possess ourselves of their property. Another enslaved man, King, said, I was never so glad to hear anything in my life. I am ready to join them at any moment. I could slay the white people like sheep. Although most recruits were tried and convicted in Richmond, others in outlying counties received the same fate. In places like Norfolk County, however, enslaved African-Americans and working-class whites were questioned in an attempt to find witnesses. However, no one would provide testimony and enslaved men in Norfolk County were released. And in Petersburg, four free African-Americans were arrested but could not be convicted because the testimony of an enslaved person against a freed person was not permitted in the courts of Virginia. On September 14, Prosser was identified to authorities. On October 6, he was put on trial. Although several people testified against Prosser, he refused to make a statement in court. On October 10, he was hung in the town gallows. The Aftermath According to state law, the state of Virginia had to reimburse slaveholders for their lost property. In total, Virginia paid more than $8900 to slaveholders for enslaved men who were hung. Between 1801 and 1805, the Virginia Assembly debated on the idea of gradual emancipation of enslaved African-Americans. However, the state legislature decided instead to control enslaved African-Americans by outlawing literacy and placed restrictions on hiring out. Although Prossers rebellion did not come to fruition, it inspired others. In 1802, the Easter Plot took place. And thirty years later, Nat Turners Rebellion took place in Southampton County.

Energy Resouce Plan - 1122 Words

Energy Resource Plan (Conservation) Kasandra Hunter SCI 275 08/29/2010 Cindy Hall Energy Resource Plan (Conservation) You are a board member of your Home Owner’s Association. At your next meeting, your goal is to educate other homeowners about energy conservation. †¢ Review the following Energy Resource Plan outline: †¢ Introduction: †¢ Provide information about why conserving energy is important. †¢ Renewable versus Nonrenewable †¢ Briefly distinguish between these two types of energy. †¢ Methods to conserve and help the environment ï‚Ÿ What can each member do, personally, to conserve energy and help the environment at the same time? ï‚Ÿ Provide at least three methods. †¢ Government efforts ï‚Ÿ How can the†¦show more content†¦Check list * Check for leaks of water in shower faucets, sinks, toilets, washing machines, and dishwashers. * Check for excessive running water in toilets * Cut back on time for taking showers and baths also try to cut back number of showers per week to help save water * Try to cut back on how many times a week you run the dishwasher, washing machine and dryer. * If you run the dishwasher and washing machine and dryer in the evening it will help to save energy * Putting up curtains in each room with backers will help to keep the heat out. By using Styrofoam between the blinds and curtains will also help to keep the heat out and reduce energy bill * By setting air at 78 degrees in the summer and not turning it off and on will also help * Use as many fans as possible in the summer to help keep your ac bill down * In the winter if you have a fireplace then use it as much as possible * Electric blankets will help in the winter also By doing a few of these things you are helping to save the environment. You are helping to save water and use less energy that is fuelled by nonrenewable sources that is destroying the earth. The less energy used the more there will be inShow MoreRelatedWhat Is The Healthcare And Public Health-Specific Plan743 Words   |  3 PagesHealthcare and Public Health Sector-Specific Plan Introduction Healthcare access is currently a hot topic within American media and under great political debate. 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