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The innovation that allowed the Phoenicians to change history was the use of the phonetic alphabet. The phonetic alphabet is a system of twenty two letters. Each letter corresponded with a specific sound of the oral language. Now this attribute is the most widely used radiotelephone spelling alphabet. Phoenicians used purple dye as ink, which they got out of snails. This ink was used to create the alphabet. They were also known as prominent traders. Although a small population they were very bright people. They traded luxury things made with copper. Later they mixed tin and lead with the copper to form the main metallic resource, bronze. Confucianism was a great cultural force for the Chinese after the Warring States Period. It educated and guided the Chinese on how to properly do things. Before Confucianism the Chinese used the yin-yang principle, identifying women to be passive and dependent while the husband ruled whether right or wrong. Confucianism viewed the state and society should function harmonuously and righteously. Daoism is centered on nature and is more passive than Confucianism. Both philosophies brought along the harmony that the Chinese needed during their insecure times. .

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Source 3: http://www.jstor.org/stable/496111?seq=1#page_scan_tab_contents Source 4: http://www.encyclopedia.com/topic/Myron.aspx#1-1G2:3404704675-full Source 5: http://www.britannica.com/biography/Myron CHINA BEFORE THE EUROPEANS China is the world’s most stable civilization. There is no other place on earth where one has to start four thousand years ago to explain what is happening today, where aspects of today’s culture were so recognizable as far before the birth of Christ as we are after it. Three things necessary to know from the beginning of China’s recorded history: the concept of yin and yang, ancestor veneration, and how Chinese is written. For the Chinese, the power that drives the universe comes from the twin poles of yin and yang. Yin is female, weak, dark, feeling, body, earth, war, death; yang is male, strong, light, thinking, spirit, sky, peace, life. These dualities, these polar opposites, make up the universe, and drive the universe with the energy the flows between them, like the poles of a magnet. They are opposite, yet they do not exist in isolation, nor do they exist without the other. This is beautifully summed up in the taijitu symbol, where the black and white are, first, not a straight line but one that curves greatly, and where the opposite-shaded dots represent the indivisible nature of their union. The universe only works well if the yin and the yang are in balance, and one of these pairs of opposites are heaven and earth. Earth is what we experience; heaven is that which we do not directly experience in this life, but where we go after this life. Chinese ideas of divinity are very vague—there are gods, but they are not the be-all nor the end-all—but those forces that important are in heaven, and they do not care what happens on earth. Those who do care are our ancestors, as long as we continue to respect them. Thus every year, for as long as we have records, the Chinese have paid respect to their ancestors, gathering at their graves, leaving them food, leaving them money, tidying things up, so that they will look after us and listen to our requests and our prayers. Chinese writing has also not changed greatly, at least in its general outlines, in four thousand years. Most writing systems began as ideographic systems, which is to say that one symbol equaled one idea. In most places, the earliest writing was keeping track of business transactions or warehouse inventories. For example, three dashes would mean “three,” a square with outwardly rounded sides could stand in for a barrel, and a mug with suds could represent beer, and thus you knew there were three barrels of beer in the warehouse that day. As the utility of writing became apparent, however, and since this system could not easily keep track of the necessary grammatical changes—i.e, the difference between man, man’s, men, and men’s, or walk, walking, walked—these ideographic systems quickly changed to syllabic or alphabetic systems, related to sounds a.

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THE HISTORY OF CHINA, as documented in ancient writings, dates back some 3,300 years. Modern archaeological studies provide evidence of still more ancient origins in a culture that flourished between 2500 and 2000 B.C. in what is now central China and the lower Huang He (Yellow River) Valley of north China. Centuries of migration, amalgamation, and development brought about a distinctive system of writing, philosophy, art, and political organization that came to be recognizable as Chinese civilization. What makes the civilization unique in world history is its continuity through over 4,000 years to the present century. The Chinese have developed a strong sense of their real and mythological origins and have kept voluminous records since very early times. It is largely as a result of these records that knowledge concerning the ancient past, not only of China but also of its neighbors, has survived. Chinese history, until the twentieth century, was written mostly by members of the ruling scholar-official class and was meant to provide the ruler with precedents to guide or justify his policies. These accounts focused on dynastic politics and colorful court histories and included developments among the commoners only as backdrops. The historians described a Chinese political pattern of dynasties, one following another in a cycle of ascent, achievement, decay, and rebirth under a new family. Of the consistent traits identified by independent historians, a salient one has been the capacity of the Chinese to absorb the people of surrounding areas into their own civilization. Their success can be attributed to the superiority of their ideographic written language, their technology, and their political institutions; the refinement of their artistic and intellectual creativity; and the sheer weight of their numbers. The process of assimilation continued over the centuries through conquest and colonization until what is now known as China Proper was brought under unified rule. The Chinese also left an enduring mark on people beyond their borders, especially the Koreans, Japanese, and Vietnamese.

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The kind of relationships that society expects from its citizens an.docx

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THE KING COMPANY BACKGROUND The King Company experiences many of the difficulties common in today’s business climate. In response to declining sales, the company must transform itself from a strategy of expansion and high profit to one of cost containment and staff reductions.The case discusses the organization and provides details of the human resource department. Also presented are e-mails from various staff members. The e-mails identify specific problems that need to be addressed by the HR department and provides a look at King’s overall culture. You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As much as we enjoy informality in the workplace, all documents and correspondence— including e-mails—can be retained and are discoverable in litigation. Managers must be cautious in their writing because inappropriate language may be impossible to defend in court. Employees In the Case: Amera, Argonta---Accounting employee Andreas, Gary---employee on workers’ comp Call, Jake---Compensation & Benefits Manager Dean, Don---C.E.O. Dugas, Karla---Benefits Coordinator Folkner, Meg---Supervisor, CAD Design Grant, Alan---Current HR Director Honduras, Margo---Previous HR Director Jones, Lyle---Production Employee Madison, Charles---Senior V.P. Petersen, Matt---Production Supervisor, Team 3 Planky, Burt---fishing buddy Putt, Tonia---CAD Designer Rey, Dave---Production Foreman Sanders, Tomas---Design Manager Scholl, Karmen---HRD Manager Simms, Bertie---Designer Smith, Mike---V.P. Songun, Amy---Accounting Supervisor Stone, Guy---Production Supervisor Tu, Kevin---Staffing Manager Varn, Juan---Safety & Security Manager Warner, Salty---union promoter White, Shaun---Employee Relations Manager COMPANY BACKGROUND: The King Company is a small manufacturing company located in a mid-sized city in the upper Midwest. King manufactures high-quality specialty components for the computer industry. The company was founded in 1994 by current CEO, Don Dean. Dean was a talented young engineer in Silicon Valley. When the industry hit the skids in the early 1990s, he found himself out the door with little more than an entrepreneurial spirit and a small severance. Dean left California, moved back to his home state and used his severance to finance The King Company, starting the company in small rented quarters in a nearly vacant strip mall. He brought in Cliff Madison early on as chief financial officer. Dean was smart enough to know that he had no head for figures, but Madison did. Madison was an old college buddy, a super accounting wiz, and somebody Dean could trust to squeeze as much mileage as possible out of his severance money. It was a good match. Madison managed the business, and Dean was the idea man and designer of the specialty components, patents of which were the backbone of King’s success. Today, the low-rent strip mall is a part of company history, and King employs 835 full-time workers.

THE KING COMPANY BACKGROUND The King Company experiences man.docx

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The Kind of leader I want to beAbout 1 pageTell the type.docx

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The kickback mine What seemed an ordinary case became more intriguing September/October 2012 By J. Aaron Christopher, CFE Tomas Sereda/iStockphoto The author, then an FBI special agent, received a call from Crimson Mine's general counsel who told him he wanted to prosecute a vendor who had been caught overbilling. The author thought that the case would be a routine matter of vendor greed. However, he found additional suspects, and the fraudster also turned out to be a victim in this $550,000 fraud. Learn about the wisdom of early interviews, the problems of "investigative myopia" and the advantages of limiting the scope of a fraud examination to save time and discover evidence.This article is excerpted and adapted from the "Bribery and Corruption Casebook: The View from Under the Table," edited by Dr. Joseph T. Wells, CFE, CPA, and Laura Hymes, CFE, published by John Wiley & Sons Inc. ©2012 Used with permission. Names in this case have been changed. It was a typically slow day at the Bellville, W.V., Residency Agency of the FBI where I served as a special agent. Because I was the only agent with an accounting background, I was the designated white-collar specialist when new cases arose. George Brent, Crimson Mine's general counsel, called to tell me about the recent discovery that one of its vendors had been overbilling, and Brent wanted to prosecute. I first thought that this would be a routine matter of a vendor's greed, and I'd just need to look at how much was taken and try to get the vendor to confess. However, during the course of my investigation, we developed additional suspects, the scheme took a turn in a new direction, and the bad guy actually turned out to be likable and as much a victim as he was a suspect. This would also be one of the largest frauds to ever occur in Bellville. The Crimson Mine had been a major employer in the region for more than 40 years. However, recently two of the three mines had closed, which resulted in a loss of jobs in the area. A large public company, Diversified Holdings Inc., had purchased Crimson a couple of years before we investigated the fraud. The company had a hotline, and its new telephone number was posted in the break room and other places at the mine. It subcontracted out mine support construction to local vendors so that Crimson could focus on mining. Through the years, the company had several different vendors, but for the past five years, it exclusively used Richardson Construction because of its prompt response and excellent work. Keith Richardson moved to Bellville eight years earlier to start a small construction company dedicated to providing specialized metal fabrication to the Crimson Mine and manufacturing companies in the area. When Richardson started, he only had one employee, but over the years he had developed the company into a thriving business with 30 workers. Richardson was proud of his success but also felt a great sense of responsibility to his employees to fin.

The kickback mineWhat seemed an ordinary case became more intrig.docx

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The key issue is why it's challenging to implement transformational change to the organization and why the organizations resist change. Transformational changes are the most difficult since they require radical and significant changes to organizational structures, strategies, culture, and ethics. Describe how organizations develop strategies, routines and processes that make them reliable and accountable to transformational change. Describe bureaucracies, institutionalization, cognitive scripts as factors making organizations more resistant to change. .

The key issue is why its challenging to implement transformational .docx

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