herbert hoover and his role in the great depression Essay -- essays re

Herbert Hoover and His Role in The Great Depression   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  With the continually worsening conditions, and the stock market crash on Black Tuesday, October 29, 1929, the United States was thrown into the biggest economical disaster of our history. Everyone, excluding the rich upper class, became poor and most unemployed. The majority of the American populace found themselves living in ‘shantytowns’ or ‘Hoovervilles’ as they later became to be known, which consisted of many cramped shacks constructed from whatever was available. This meant old burnt-out cars, cardboard boxes, random pieces of lumber, and anything else that people could find. Times truly were tough. It was a daily struggle for people to support their own lives, let alone those of their family on the meager amount of money they had. The lucky man in charge of bringing us out from the depths of this very great of depressions was none other than the thirty-first president of these United States.   Ã‚  Ã‚  Ã‚  Ã‚  Herbert Clark Hoover was born in an Iowa village in 1874 to a Quaker blacksmith. He grew up in Oregon and eventually graduated from Stanford University as a mining engineer. After marrying Lou Henry, his girlfriend from Stanford, they went to China where he worked as the leading engineer for the country. Upon entering World War I, President Wilson placed Hoover at the head of the Food Administration where he successfully kept the Allies well fed. Following the war, Hoover organized food shipments for millions of starving people in Europe and Soviet Russia as a member of the Supreme Economic Council and head of the American Relief Administration. Finally, in 1928 Hoover became the Republican Presidential nominee, and later the President of the United States of America. A year later, those United States sank into deep depression.   Ã‚  Ã‚  Ã‚  Ã‚  Following the crash of the stock market in 1929, Americans looked to their federal government for help through these hard times. The public required Direct Relief, or cash payments or food provided for the poor by the government. Hoover and his rugged individualist mentality, however, believed that the government should not interfere with the economic happenings of its citizens. He said that aid to the hungry and the deserving unemployed should come from local govern... ...nto the shoulders of Hoover, between 10 and 20 thousand World War I veterans marched to Washington D.C. in the spring of 1932. This Bonus Army, as it was to be called, made the trip under Walter Waters to support a bill under debate that might grant them a cash bonus. The original bonus, previously passed in 1924, was supposed to give them life insurance in 1945. This new bill in Congress was to give each soldier $500 immediately. Surprisingly, Hoover wasn’t upset with the Bonus Army’s gathering, and even encouraged them by providing food and supplies. On June 17, 1932, the Patman Bill was put down and Hoover ordered the Bonus Army to depart. When 2,000 of the men refused to move, the president sent 1,000 soldiers to send them home. With tear gas and bayonets, their task was accomplished. A few men were killed in this ordeal.   Ã‚  Ã‚  Ã‚  Ã‚  Herbert Hoover was the boy from Iowa fated to lead this nation through one of its greatest disasters. Unfortunately, he receives much undeserved blame for the crash of the stock market and subsequent depression the U.S. faced. Considering the circumstances, Hoover did a commendable job pulling us through this very hard of times.

A Case Study of Wegmans Food Markets Essay

Wegmans Food Markets, Inc., is one of the premier grocery chains in the United States. Headquartered in Rochester, NY, Wegmans operates over 70 stores. The company employs over 23,000 people, and has annual sales of over Rs. 2.0 billion. Wegmans has a strong reputation for offering its customers high product quality and excellent service. Through a combination of market research, trial and error, and listening to its customers, Wegmans has evolved into a very successful organization. In fact, Wegmans is so good at what it does that grocery chains all over the country send representatives to Wegmans for a firsthand look at operations. Many of the company’s stores are giant 100,000 square foot superstores, double or triple the size of average supermarkets. A superstore typically employs from 500 to 600 people. Individual stores differ somewhat in terms of actual size and some special features. Aside from the features normally found in supermarkets, they generally have a large bakery Section (each store bakes its own bread, rolls, cakes, pies, and pastries), and extra-large produce sections. They also offer film processing a complete pharmacy, a card shop and video rentals. In-store floral shops range in size up to 800 square feet of space, and offer a wide variety of fresh-cut flowers, flower arrangements, varies and plants. In-store card shops covers over 1000 square feet of floor of floor space. The bulk foods department provides customers with the opportunity to select what quantities they desire from a vast array of foodstuffs and some nonfood items. Each store is a little different. Among the special features in some stores are a dry cleaning department, a wokery, and a salad bar. Some feature a Market Cafe that has different food stations, each devoted to preparing and serving a certain type of food. For example, one station has pizza and other Italian specialties, and another oriental food. There are also being a sandwich bar, a salad bar and a dessert station. Customers often wander among stations as they decide what to order. In several affluent locations, customers can stop in on their way home from work and choose from a selection of freshly prepared dinner entrees. Some stores have a coffee shop section with tables and chairs where shoppers can enjoy regular or specialty coffees and variety o f tempting pastries. The company prides itself on fresh produce. Produce is replenished as often as 12 times a day. The larger stores have produce sections that are four to five times the size of a produce section of an average supermarket. Wegmans offers locally grown produce a season. Wegmans uses a ’farm to market’ system whereby some local growers deliver their produce directly to individual stores, bypassing the main warehouse. That reduces the company’s inventory holding costs and gets the produce into the stores as quickly as possible. Growers may use specially designed containers that go right onto the store floor instead of large bins. This avoids the bruising that often occurs when fruits and vegetables are transferred from bins to display shelves and the need to devote labor to transfer the produce to shelves. In addition to large display cases of both fresh and frozen meat products, many stores have a full-service butcher shop that offers a variety of fresh meat products and where butchers are available to provide customized cuts of meat for customers. Each department handles its own ordering. Although sales records are available from records of items scanned at the checkouts, they are not used directly for replenishing stock. Other factors, such as pricing, special promotions, local circumstances must all be taken into account. However, for seasonal periods, such as holidays, managers often check scanner records to learn what past demand was during a comparable period. The superstores typically receive one truckload of goods per day from the main warehouse.During peak periods, a store may receive two truckloads from the main warehouse. The short lead-time greatly reduce the length of the time an item might be out of stock, unless the main warehouse is also out of stock. The company exercises strict control over suppliers, insisting on product quality and on-time deliveries. The company recognises the value of good employees. It typically invests an average of Rs.7000 to train each new employee. In addition to learning about stores operations, new employees learn the importance of good customer service and how to provide it. The employees are helpful, cheerfully answering customer questions or handling complaints. Employees are motivated through a combination of compensation, profit sharing, and benefits. Quality and Customer satisfaction are utmost in the minds of Wegmans management and its employees. Private label food items as well as name brands are regularly evaluated in test kitchens, along with the potential new products. Managers are responsible for checking and maintaining products and service quality in their departments. Moreover, employees are encouraged to report problems to their managers.If a customer is dissatisfied with an item and returns it, or even a portion of the item, the customer is offered a choice of a replacement or a refund. If the item is a Wegmans brand food item, it is then sent to the test kitchen to determine the cause of the problem. If the cause can be determined, corrective action is taken.

Australian Women s Chamber Of Commerce - 1300 Words

Introduction Australia’s framework is Belonging, Being and Becoming. Australia’s population is 22.5 million people and 750,000 children attend daycare. On average families spend 9% of their disposable income on childcare. On July of 2013 the Australian Women s Chamber of Commerce published an issues paper that estimated the average cost of child care is $120 a day. The age they focus on is babies, toddlers and three to five year olds. UNICEF ranked Australia 18th out of 24 countries in 2008 and the OECD report ranked Australia 21 out of 37 nations. Their OEDCD report for 2006 was that there should be a clearer vision with a strategy framework that looks at the views and interests of children, families, communities, professionals and†¦show more content†¦ECEC Framework Description Australia believes in a holistic approach and that children learn through play and that learning is ongoing. Australia’s framework says that children belong to a community and should feel that they belong and have a purpose. Australia’s educators’ professional judgements are important in children’s learning. They use their professional knowledge and skills, knowledge of children, families and communities, awareness of how their beliefs and values impact children’s learning and personal styles and past experiences. Australia feels children learn best this way. The elements of the framework are Principles, Practice and Learning outcome. They have five principles which are: 1.Secure, respectful and reciprocal relationships, 2.Partnerships, 3.High expectations and equity, 4.Respect for diversity, 5.Ongoing learning and reflective practice. These principles help educators teach children and for children to grow as people. The principles are based on loo king at the child as a whole and focusing on their needs and development. Australia views children as competent. Children are able and a part of society. Educators draw on a rich repertoire of pedagogical practices to promote children’s learning by: Being responsive to children, Creating environments that have a positive impact on children’s learning, Valuing the cultural and social contexts of children and their families, Providing for