Visions and Dreams in James Welch’s Fools Crow :: James Welch Fools Crow Essays

Visions and Dreams in James Welch’s Fools Crow In the novel Fools Crow, by James Welch, several characters have visions and dreams. The dreams are so realistic that they are a vision of what's to come in the future. A lot of the visions and dreams become a message or some type of warning to the people so that they are aware of thing that are going to happen. Many of these dreams that the characters have affect them positively or in a disastrous way leading to misfortune. The first dream is a dream that White-Man's Dog known as "Fools Crow," has while he is on the first raid against the Crows. He dreamt of a lodge within an enemy camp containing young naked girls. As one of the girls approached him, he began to awake. After his awaking, he felt that in his dream he wanted to approach the girl but knew that there was danger in her direction. He kept thinking that he should tell Yellow Kidney, their leader, of this dream but his father had told him that it was not wise to speak of your dreams to others. After the raid, Yellow Kidney did not return with the others. Several months later he returned to their homestead and began to tell of what had happened to him. He had entered the enemy camp and discovered the lodge of young naked girls. The girls were infected with the white scabs disease; he had sexual contact with one of them and almost died. White Man's Dog felt horrible and blamed himself for what happened to Yellow Kidney. He thought to himself "Wh y hadn't he told Yellow Kidney of his dream? Such a dream would have been a sign of bad medicine and they might have turned back" (76). The second dream is a dream that Mik-api, the medicine man, has about the raven. The raven was a bird that had heard a cry of a four-legged creature named the wolverine. The wolverine had crossed through one of the Crow's caged traps and could not escape. When the raven tried to free the wolverine, he was not of strength to succeed. He told Mik-api in his dream that he knew of White Man's Dog and the strength he pertained. "It will take such a man to release our four-legged brother" (52). Mik-api told White Man's Dog of this dream and he agreed to find the wolverine and set him free.

The Hobbit Hero’s Journey

â€Å"A hero ventures forth from the world of the common day into a region of supernatural wonder: fabulous forces are there encountered and a decisive victory is won: the hero comes back from the mysterious adventure with the power to bestow boons on his fellow man† (Campbell, The Hero with a Thousand Faces). Joseph Campbell, an expert on mythology has outlined a standard form for heroic stories. He identifies ten stages in a hero’s journey, noting that all of the stages have to occur in every heroic story. In the novel, The Hobbit, by J. R. R. Tolkien, Bilbo Baggins is described as an unlikely hero. According to Campbell, heroes are often the most unlikely person that anyone would expect to be chosen for an adventure. Bilbo goes through many of the stages identified by Campbell for a hero’s journey such as: being called to an adventure, attempting to reject the opportunity, encouraging Gandalf, a helper whoguides  and protects him, and leaving the safe haven of his hobbit home to cross the threshold venturing into the unknown. Bilbo Baggins is described as a respectable hobbit who comes from a rich family that never did anything unexpected, and never took adventures. His peaceful life was interrupted one day by a visit from a wizard named Gandalf. Gandalf had decided that Bilbo would make an excellent burglar on an adventure he was planning, because he could move quickly and very quietly. To this request Bilbo promptly replied â€Å"We are plain quiet folk and have no use for adventures. Nasty uncomfortable things! Make you late for dinner! I can’t see what anybody sees in them†¦Good morning!†¦ we don’t want any adventures here, thank you! (6). Gandalf does not really give the hobbit a choice about going on the adventure. He marks the hobbit’s door with his staff indicating that he is interested in an adventure, and soon after, dwarves start appearing at his doorstep. Bilbo had been called to an adventure by an outside force, attempted to refuse the call, and ended up accept ing the adventure. This is the first stage in a hero’s journey. Another component of a hero’s journey includes a  guide. Gandalf, a wizard capable of performing  magic spells  accompanies Bilbo and the dwarves on part of their quest. Like many supernatural aids, he is called upon at different points in the journey to save the others. Bilbo discovers three trolls sitting around a fire. The trolls catch Bilbo when he tries to steal a purse from William, one of the trolls. The dwarves are also caught. Then, the trolls begin to argue about whether or not they should eat the dwarves and Bilbo. Gandalf returns just in time, and saves Bilbo and the dwarves. According to Campbell, the hero must fulfill the quest using his own strengths alone, so he can learn what his strengths are. Where was Gandalf† (56). After Gandalf and  the company  are saved by the eagles from the Goblins and the Wargs, they are taken to safety to eat and rest. The next  day, Gandalf tells them that he must leave for a while. The guide  often disappears at some point along the journey to allow this to happen, which Gandalf does. With the help of  the guide, Bilbo evolves as a leader and a hero of the group by showing his strengths. Bilbo was very brave when he got was separated from the rest of the group, and had to find his way out of the evil mountain. He also thought of a clever plan to put all of the dwarves in barrels and sail them down the river to escape. These strengths  show  how Bilbo started out extremely cautious, and became a great leader. Bilbo eventually accepts the idea that he is leaving his safe haven in the shire and accepting the call and risks the adventure brings. â€Å"†¦. Bilbo could never remember how he found himself outside, without a  walking  stick or any money†¦running as fast as his feet could carry him down the lane† (28). He was on his way with Gandalf to meet the others at the Inn to begin the journey. He and the others mounted the ponies and headed into the Lone-lands. He even thought to himself early in the trip that adventures were not so bad after all. He had taken a big  step  as he crossed the first threshold leaving his home behind to enter a world unknown. This is a critical stage in a hero’s journey. Bilbo Baggins clearly emerges as a heroic figure as he progresses through the stages of a hero’s journey as outlined by Campbell. He was called to an adventure by an outside force, Gandalf. As with many heroes he attempted to refuse the offer, but was unsuccessful. Gandalf the wizard acts as hisguide  and protector along the journey, while still allowing him to reveal his own strengths. Bilbo takes a critical  step  in the  process  as he crosses the threshold from his safe environment into one  filled with  danger. He was transformed from a cautious, home loving hobbit at the beginning of  the story  into a brave confident hero by the end. According to Thorin, Bilbo had become†Ã¢â‚¬ ¦a good companion on our long road and a hobbit full of courage and resource far exceeding his size†¦Ã¢â‚¬  (191).

Basic Ecological Concept

Basic Ecological Concept Levels of Organization Cells- are composed of Cell Membrane, Nucleus and Protoplasm. Tissue-is an aggregation of cells performing a common function or functions. Organs- is the aggregation of tissues usually forming a definite shapes, and performing a definite function within an organ system. Organ System-is a group of organs that perform coordinated functions together to keep the organism alive and functioning well. The scope of the biology includes the study of all these and may extend to the level of the organism such as behavior, and the organism mechanism for interacting with its environment.Ecology started from the study of the organism-a group of organisms that is similar in appearance, behavior and genetic make up belong to the same species. The biological species concept state that members of a species are those individual that are genetically related enough to be able to interbreed and produce fertile offspring. Population The group of the individua ls belonging to one species and is found together in a define area at a certain time.A population possesses characteristics that more empirically describe the group such as: population Density, Dispersion, Natality, Mortality, Growth, Age Distribution, and Reproductive potential. Population Density Describe the degree of crowdedness of a population in a given area. Crude Density may be computed from the number of individuals or the total population biomass per unit space. Ecological or specific Density describes the number or biomass per unit of space that is actually available to the population. Dispersion The distribution of organisms over the space where they are found.Three pattern have been observed: clumped, random, and uniform. The clumped Distribution is the most common type of pattern since the soil or medium on which organisms are found in nature are not uniform. Random Distribution is rare in nature, occurring only where the soil is generally rich so that the plants can g row and thrive anywhere. Uniform Distribution is found in artificial cultivated areas. Natality/Morality Natality corresponds to what is termed in humans as birth rate or the number of new individuals produced in the pupolation for a period of time.Morality is known as death rate in human demographics, or the number of deaths in a given time period. Growth Is an important feature of a population since the increases or decreases of population size determines its interaction with other populations in the community and its impact on the environment. Age Distribution Is classifies the population according to age brackets or to general age groups such as prereproductive, reproductive and postreproductive. Reproductive PotentialThe Reproductive potential of a population is its theoretical capacity to produce the maximum number of offspring in ideal conditions. Community The community has properties that may be used to further clarify its composition and its interaction with the environmen t. Like species dominance, diversity, relative abundance, species richness and evenness. Dominance Is attained by a species in a community by virtue of a greater number of individuals, or by size such as the overwhelming sizes of sequoia trees, or any other attribute that enables the species to control the community. DiversityDiversity is the opposite of dominance, a case where no single species has greater number or biomass or other relative importance than other species in the community. Ecosystem The basic unit of ecology because it includes the living and nonliving components. The setting includes necessary nonliving components such as soil, water, air, and the cycles that keep and renew them, which are collectively called the biogeochemical cycles. Bioenergetics Energy is necessary for maintaining the life processes of organisms. The sun is the source of all the energy that goes into the ecosystem. The solar ystem is radiated on to the earth where a tiny fraction of it is tappe d by plants and used in photosynthesis. Solar energy released in the form of light waves called photons. Herbivores are organism that feed on plants. Carnivores are organism that feed on other organism. Omnivores are organism that consume both plants and animals. Food Chain The sequence of eating and being eaten may be described by food chain. It also indicates the role, the feeding mode and rank of each organism. Food Web A food web shows the various possibilities of the sequence of eating and being eaten in the ecosystem.There are two major types of food webs in the ecosystem: the grazing food web is the more conspicuous type because it is usually composed of large plants and animals that are familiar. Law of Energy First law of thermodynamics stated that energy is never created nor destroyed but is transformed from one form to another. Second law of thermodynamics states that as energy is transformed it degrades or diminishes. Biogeochemical Cycles Substances that organisms need to survive are called nutrients such as water, carbon, oxygen, nitrogen, and sulfur.Nutrients move through the ecosystem in cycles called biogeochemical cycles where bio refers to the living organism, geo refers to the inorganic molecules such as those found in rocks, air, and water, and chemical refers to the interactions of the elements between them. Water cycle Evaporation-the heat of the sun, or solar energy makes water vapor, which is water in gaseous form, continually rising from water bodies and from the land. Condensation-it brings water into the atmosphere where the water molecules clump together. Precipitation-the clumps get too big and too heavy, they fall back down to the earth.In the form of rain, snow, hail or sleet. Water cycle is the movements of several chemical substances through the ecosystem. Carbon cycle-During photosynthesis plants use up carbon dioxide, combining it with water to form sugars particularly glucose. Consumption of these sugars breaks them down re leasing CO2. Nitrogen Cycle-Nitrogen is an important component of proteins, the building block of all living matter. Fixation- the process of converting nitrogen from the gaseous state, N2 to the usable ammonia, NH3, and nitrate NO3.Mineralization or ammonification-involve the breakdown of dead organisms and their proteins and nucleic acids are further broken down into amino acids. Nitrification-where the bacteria such as the nitosomonas use ammonia to produce their energy needs by converting it. Denitrification- is the process by which nitrogen is returned to the atmosphere. Phosphorus cycle-the sedimentary rocks which contain phosphorus in the form of the mineral apatite comprise a pool phosphorus. Phosphorus is released when these rocks weather naturally, which takes along time, or when human mines these rocks to release phosphorus which is used to fertilizers soap.Sulfur cycle- a basically sedimentary nutrients cycles through air, soil and water. The sulfur cycle involves the th ree spheres as it cycle through the soil, waterway, and atmosphere. It originates from the crust and mantle of the earth and is spewed out during volcanic eruptions. It is found in the volcanic rocks and many minerals. Limiting Factors and the Law of Tolerance Law of the Minimum- states that when there is not enough of a certain nutrient in the environment, the growth of organism that needs that nutrient will be severely limited.Studies also show that too much of any nutrient will likewise limit growth, giving rise to the Law of limiting Factors. Sunlight and Temperature are two important physical factors that limit the distribution and abundance of organism. Species Interactions The population of two species may positively or negatively affect the existence of one another in the community. Mutualism- refers to the interaction between two species where both are benefited. Competition- is an example of a positive negative interaction when two species of the same species strive to obt ain the same limited resource.Predation- is an example of a positive negative interaction wherein the predator eats the prey. Parasitism- is another type of positive negative interaction wherein the hosts provide nourishment to the parasite. Commensalism- is a form of positive zero interaction wherein in the commensal also referred to as hitchhiker attaches itself to the host while the host is neither help nor harmed by the interaction. Amensalism- is an example of a negative zero interaction wherein one organism is inhibited while the other is not affected.

Simeon the Righteous and Unit Number Essay

Simeon the Righteous and Unit Number Essay Simeon the Righteous and Unit Number Essay |Assignment front sheet | |Learner name | Assessor name | | |Mr A Rafiq | |Date issued |Completion date |Submitted on | | | | | |Qualification |Unit number and title | |BTEC 2010 Level 2 IT |Unit 1 – Communicating in the IT industry | | | | |Assignment title |Assignment 1 – Presenting information to various audiences | |In this assessment you will have opportunities to provide evidence against the following criteria. | |Indicate the page numbers where the evidence can be found. | |Criteria |To achieve the criteria the evidence must show that | |Task no. | |Evidence | |reference |the student is able to: | | | | | |P1 |Demonstrate effective interpersonal skills in face to face communication | |1 | | | |P2 |Communicate IT-related information to a technical audience | |2 | | | |P3 |Communicate IT-related information to a nontechnical audience | |1 | | | |P4 |Use ICT tools safely to effectively communicate and exchange information | |1,2,3 | | | |Learner declaration | |I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. | | | |Learner signature: Date: | |Assignment brief | |Qualification |BTEC 2010 Level 2 IT | |Unit number and title |Unit 1 – Communicating in the IT industry | |Start date

Research Paper on Quality Management

Research Paper on Quality Management In a prior career, I used to be the director of Systems Engineering for a major telecommunications manufacturer. The role of systems engineering is to provide technical support for sales. The duties include such tasks as technical presentations, gathering customer requirements, designing networks and project managing the testing and implementation of our products. One of the major aspects of the job was coordinating feature sets and timeframes between the customer and our engineering. Large customers are always looking for additional features that can set them apart from their competition. They always leverage the vendor into producing new product enhancements and try to accelerate the delivery. This phenomenon creates a dichotomy and trade-off between quality and costs. The relationships between cost management and quality management are an interesting one. Everyone in this world is a consumer of some sort. We all buy things and we all want only the best products for the best price. But, where is the line to be drawn for how much do we pay for quality? Most competitive companies have goals to put out the best product for the best price. They have many different slogans such as quality is #1 or customer service is #1. Nevertheless, how much should a company spend on quality before it starts to cut into profit? What are effects of rushing a product to market in respect to quality and costs? First, let me define a few terms: Quality Management Quality management is one of the hardest jobs of a manager to control. The goal behind good quality management is improving business processes, optimizing the performance of your business, and maximizing profitability. By definition, quality is a degree of excellence, superiority in kind. (Mish p. 963) Management is defined as the conducting or supervising of something. (Mish p. 722) This leads us to the definition of quality management being the supervising of a degree of excellence. Most companies aim to achieve a certain degree of excellence without exceeding budget. Cost Management Cost management is what drives companies to the top or sends them crashing and burning to the bottom of the business food chain. Cost management is defined as the conducting or supervising of (Mish p. 963) the amount or equivalent paid or charged for something. (Mish p. 295) When a business purchases a product or service, just like a consumer, there is a responsibility for the purchaser to find the best price available. This will keep the costs down for the purchasers company and will keep the company competitive with prices. Large customers hope to influence their vendors to provide specific product differences that would make them unique in the marketplace, thus giving them a competitive advantage. The proliferation of microcomputer technology has made it possible to change functionality of a product by introducing new software programming. Most customers are unaware of the intricacies of software programming, testing and controls. Their perception is that software development is quick and easy, with little costs as compared to hardware development. My company on the other hand has multiple large customers, each hoping to influence our product development and time to market. Each of these customers wants different product features that will make them unique in the marketplace. Our engineers are detailed oriented and prefer to layout a program of design and delivery based on the goals of senior management and marketing direction. Introducing new requirements in the middle of product development disrupts their orderly processes, increases cost, and causes tension internally between sales, marketing, and engineering. The type of company culture influences the outcome of the customers’ requests. If the company is primarily sales driven, the likelihood that engineering will have to adjust their plans is high. Engineering driven companies on the other hand, many be more staunch in their stance and maintain the existing development schedule. Management must decide whether the proposed changes to the product adds value long term, and is the customer willing to pay for the additional feature development short term. Managers from some cultures are less flexible because it is a sign of weakness. A company never wants to discourage customer feedback on features because it helps to set practical implementations of the product that design engineers may never think of. In addition, if the product diverges to far from what the majority of customers need the product will no longer be viable in the market. Let us assume that the customer requests for product changes have received approval. We now look at cost versus quality trade-offs that will ultimately influence the final product. Adding features to the product development requires additional resources. In software development, additional employees with specific programming language expertise may be required. It will also influence how the software is tested. Testing the software will require additional time and possibly additional automated test equipment. Additional lines of code may require more memory in the hardware to store the increased code. Each of these factors adds cost to the product and needs carefully evaluation prior to development. The addition of new features adds additional work, which effects time to market. Management will need to evaluate the trade-offs of missing the original schedule versus added costs. Missing the original schedule will influence other customers who are counting on our company to help them meet their goals. These are difficult decisions because they affect more than the requesting customer and our company. This decision will affect several more companies that do business with us. Meeting the original schedule means that we must compress the additional work. Management can address this issue by employing more people or demanding longer work hours from existing employees. This aspect is where most of the quality issues will show up. New employees are unknown commodities that require training and additional supervision. Until they are up to speed with our companies’ specific products, techniques, policies, etc, they are bound to make mistakes. Longer work hours for current employees create additional emotional stress, lack of focus, and possibly company resentment. All these factors add up to poorer quality The potential for added revenues versus the assured increase in development cost requires careful analysis by management. Typically, management will require sales to gather additional, specific information about the customer requirements so we are not developing the wrong feature. Sales must try to negotiate further commitments from the customer to purchase our products and possibly help fund some of the development. Sales will also need to assess whether other customers might have the same needs. Do the needs exactly line up or are there variances. Can engineering design the features to accommodate the variances? Marketing is tasked to evaluate how these new features might set us apart from our competitors. Do the new features add enough value to allow us to increase price? Can we make greater advertising claims and get our companies name better known in the industry? Politics and personal feelings always play into these decisions. Engineers who design products have an emotional attachment to their work. When asked to change the design, a natural resistance occurs. The owner of the company may be friends with a VP of our customer. A biased decision to add features based on friendships versus logical business decisions. Sales representatives are looking for attention on their clients and themselves. Sometimes there is a tendency to mislead our company about the potential for future business Relating Cost Management to Quality Management Changes in product design influences cost and quality. Many factors go into a decision to change design and implement new features. All these factors affect cost and quality requiring carefully management and planning. Quality management can become very expensive, so there comes a point in a business where a manager must recognize the issue of cost over sacrifices for quality. Your market will also dictate the extent of quality implementation. Auto manufacturer Ferrari knows if they produce a quality product, there are enough consumers out there who will spend the money to own the name and quality vehicles they produce. The other extreme has manufacturers such as the Yugo Car Company producing very cost effective vehicles that anyone could afford; however, quality levels are reported to be low. Other companies like Honda, Ford, and GM created a balance between cost and quality. This balance between cost and quality allowed them to become some of the most successful companies in the w orld today. Conclusion Quality management is essential for a business to survive and keep consumers happy. In addition, cost is always an issue no matter how much money one has. In order for a company to become as successful as they can be, there must be a balance of the two. Having the right management staff and experience in quality management and cost management can make a business very successful or can cause it to fail miserably. Change decisions cannot be made lightly and hundreds of factors influence the outcome. Good management is the ability to balance these factors using proven processes and sound logic. Systems engineering is the catalyst and moderator between the company and the customer. We influence through various forms of logic, economics and human relations factors.

USS Idaho BB-42 World War II Battleships

USS Idaho BB-42 World War II Battleships USS Idaho  (BB-42)   Overview Nation:  United StatesType:  BattleshipShipyard:  New York  ShipbuildingLaid Down:  January 20, 1915Launched:  June 30, 1917Commissioned:  March 24, 1919Fate:  Sold for scrap Specifications (as built) Displacement:  32,000 tonsLength:  624  ft.Beam:  97.4 ft.Draft:  30 ft.Propulsion:  Geared  turbines turning 4 propellersSpeed:  21  knotsComplement:  1,081  men Armament 12  Ãƒâ€" 14 in. gun (4  Ãƒâ€" 3)14 Ãâ€" 5 in. guns2 Ãâ€" 21 in. torpedo tubes Design Construction Having conceived and moved forward with five classes of dreadnought battleships (,  ,  ,  Wyoming, and  New York), the US Navy concluded that future designs should utilize of a set of common tactical and operational traits.   This would allow these vessels to operate together in combat and would simplify logistics.   Designated the Standard-type, the next five classes were propelled by  oil-fired boilers instead of coal, did away with amidships turrets, and carried an â€Å"all or nothing† armor scheme.   Among these alterations, the change to oil was made with the goal of increasing the vessel’s range as the US Navy believed that this would be critical in any future naval war with Japan.   The new all or nothing armor approach called for key  areas of the battleship, such as magazines and engineering, to be heavily protected while less important spaces were left unarmored.   Also, Standard-type battleships were to be capable of a  minimum top sp eed of 21 knots and have a tactical turn radius of 700 yards or less.    The characteristics of the Standard-type were first employed in the  Nevada-  and  Pennsylvania-classes.   As a successor to the latter, the  New Mexico-class at first was envisioned as the US Navys first dreadnought design to mount 16 guns.   Due to extended arguments over designs and rising costs, the Secretary of the Navy elected to forgo using the new guns and ordered that the new type to replicate the  Pennsylvania-class with only minor changes.   As a result, the three vessels  of the  New Mexico-class, USS  New Mexico  (BB-40), USS  Mississippi  (BB-41), and USS  Idaho  (BB-42), each carried a main battery of twelve 14 guns mounted in four triple turrets.   These were supported by a secondary armament of fourteen 5 guns.   While  New Mexico  received an experimental turbo-electric transmission as part of its power plant,  the other two battleships carried more traditional geared turbines.      Ã‚        Ã‚   The contract for construction of Idaho went to the New York Shipbuilding Company  in Camden, NJ and work commenced on January 20, 1915.   This proceeded over the next thirty months and on June 30, 1917, the new battleship slid down the ways with Henrietta Simons, granddaughter of Idaho Governor Moses Alexander, serving as sponsor.   As the United States had become engaged in World War I in April, workers pressed to complete the vessel.   Completed too late for the conflict, it entered commission on March 24, 1919, with Captain Carl T. Vogelgesang in command. Early Career Departing Philadelphia,  Idaho  steamed south and conducted a shakedown cruise off Cuba.   Returning north, it embarked Brazilian President Epitacio Pessoa at New York and carried him back to Rio de Janeiro.   Completing this voyage,  Idaho  shaped a course for the Panama Canal and proceeded on to Monterey, CA where it joined the Pacific Fleet.   Reviewed by President Woodrow Wilson in September, the battleship carried Secretary of the Interior John B. Payne and  Secretary of the Navy Josephus Daniels on an inspection tour of Alaska the following year.   Over the next five years,  Idaho  moved through routine training cycles and maneuvers with the Pacific Fleet.   In April 1925, it sailed for Hawaii where the battleship took part in war games before proceeding on to make goodwill visits to Samoa and New Zealand. Resuming training activities,  Idaho  operated from San Pedro, CA until 1931 when it received orders to proceed to Norfolk for a major modernization.   Arriving on September 30, the battleship entered the yard and had its secondary armament expanded, anti-torpedo bulges added, its superstructure altered, and new machinery installed.   Completed in October 1934,  Idaho  conducted a shakedown cruise in the Caribbean before proceeding back to San Pedro the following spring.   Conducting fleet maneuvers and war games over the next few years, it shifted to Pearl Harbor on July 1, 1940.   The following June, Idaho sailed for Hampton Roads to prepare for an assignment with the Neutrality Patrol.   Tasked with protecting the sea lanes in the western Atlantic from German submarines, it operated from Iceland.   It was there on December 7, 1941, when the Japanese attacked Pearl Harbor and the United States entered World War II. World War II      Immediately dispatched with Mississippi to reinforce the shattered Pacific Fleet, Idaho reached Pearl Harbor on January 31, 1942.   For much of the year, it conducted exercises around Hawaii and the West Coast until entering Puget Sound Navy Yard in October.   While there the battleship received new guns and had its anti-aircraft armament enhanced.   Ordered to the Aleutians in April 1943, it provided naval gunfire support for American forces when they landed on Attu the following month.   After the island was recaptured, ​Idaho shifted to Kiska and aided in operations there until August.   Following  a stop in San Francisco in September, the battleship moved to the Gilbert Islands in November to aid in the landings on Makin Atoll.   Bombarding the atoll, it remained in the area until American forces eliminated Japanese resistance.    On January 31, Idaho supported the invasion of Kwajalein in the Marshall Islands.   Aiding the Marines ashore until February 5, it then departed to strike other nearby islands before steaming south to bombard Kavieng, New Ireland.   Pressing on to Australia, the battleship made a brief visit before returning north as an escort for a group of escort carriers.   Reaching Kwajalein, Idaho  steamed on to the Marianas where it commenced a pre-invasion bombardment of Saipan on June 14.   Shortly thereafter, it moved on Guam where it struck targets around the island.   As the Battle of the Philippine Sea raged on June 19-20,  Idaho  protected the American transports and reserve forces.   Replenishing at Eniwetok, it returned to the Marianas in July to support the landings on Guam.    Moving to Espiritu Santo, Idaho underwent repairs in a floating dry dock in mid-August before joining American forces for the invasion of Peleliu in September.   Beginning  a bombardment of the island on September 12, it continued firing until September 24.   In need of an overhaul,  Idaho  left Peleliu and touched at Manus before proceeding on Puget Sound Navy Yard.   There it underwent repairs and had its anti-aircraft armament altered.   Following refresher training off California, the battleship sailed for Pearl Harbor before ultimately moving on to Iwo Jima.   Reaching the island in February, it joined in the pre-invasion bombardment and supported the landings on the 19th.   On March 7, Idaho  departed to prepare for the invasion of  Okinawa.    Final Actions Serving as the flagship of Bombardment Unit 4 in the Gunfire and Covering Group,  Idaho  reached Okinawa on March 25 and began attacking Japanese positions on the island.   Covering the landings on April 1, it endured numerous kamikaze attacks in the following days.   After downing five on April 12, the battleship sustained hull damage from a near miss.   Making temporary repairs, Idaho  was withdrawn and ordered to Guam.   Further repaired, it returned to Okinawa on May 22 and provided naval gunfire support to the troops ashore.   Departing on June 20, it shifted the Philippines where it was engaged in maneuvers in Leyte Gulf when the war ended on August 15.   Present in Tokyo Bay on September 2 when the Japanese surrendered aboard USS  Missouri  (BB-63),  Idaho  then sailed for the Norfolk.   Reaching that port on October 16, it remained idle for the next several months until being decommissioned on July 3, 1946.   Initially placed in reserve, Idaho  was sold for scrap on November 24, 1947.    Selected Sources: DANFS: USS  Idaho  (BB-42)NHHC: USS  Idaho  (BB-42)USS  Idaho  Pride

Hospitality industry Assignment Example | Topics and Well Written Essays - 1000 words - 1

Hospitality industry - Assignment Example Visitors exports generated 1, 295.9 billion dollars in 2013 which is equivalent to 5.4% of total investment. Lastly, the tourism investment was at 754.6 billion dollars as of 2014, which represent 4.4% of total investment (WTTC 2014). For more information, see appendix 2-4. Although the world is gaining from tourism, its development has a long history. The WW II proved to be a challenge to many people across the world since it made it difficult to walk and reach new destinations. There were no developed means of transport to aid movement from each point without spending much time. As the WW II ended, it relieved many people and wanted to explore the world and have some rest following the war. This acted as a turning point for many nations. People started to travel to new places since the world had become peaceful. One of the factors or issues that contributed to the growth of tourism was the establishment of the transport system. The development of roads, railway, and airplanes facilitated movements and opened some places. Similarly, the development of cheap airlines and package tours facilitated the movements since it saved time and was very fast. Bournemouth is one of the tourist destination in the UK. It has benefited from tourism activities in many ways ranging from the provision of employment opportunities for improvements in infrastructures. There is a circulation of foreign exchange, which helps in improving peoples lives. More so, the government earns from tourism and the locals also sales products to visitors hence earning money. Tourism has also placed Bournemouth on the international map as a travel destination hence improving its image. The demand for tourism is on the steady growth, and this is characterized by the current developments in the area. Many things act as indicators of tourism developments in the way they change as discussed in subsequent paragraphs. Business growth is an indicator that there is demand for tourism. Increase