Code of Ethics for US Government Service

Code of Ethics for US Government Service   In general, rules of ethical conduct for persons serving the U.S. federal government are divided into two categories: elected members of Congress, and government employees. Note that in the context of ethical conduct, â€Å"employees† includes persons hired or appointed to work for the Legislative Branch or on the staffs of individual Senators or Representatives, as well as those executive branch employees appointed by the President of the United States. Active duty members of the U.S. military are covered by the codes of conduct for their specific branch of the military. Members of Congress The ethical conduct of the elected members of Congress is prescribed by either the House Ethics Manual or the Senate Ethics Manual, as created and revised by the House and Senate committees on ethics. Executive Branch Employees For the first 200 years of U.S. government, each agency maintained its own code of ethical conduct. But in 1989, the Presidents Commission on Federal Ethics Law Reform recommended that individual agency standards of conduct be replaced with a single regulation applicable to all employees of the executive branch. In response, President George H.W. Bush signed Executive Order 12674 on April 12, 1989, setting out the following fourteen basic principles of ethical conduct for executive branch personnel: Public service is a public trust, requiring employees to place loyalty to the Constitution, the laws and ethical principles above private gain.Employees shall not hold financial interests that conflict with the conscientious performance of duty.Employees shall not engage in financial transactions using nonpublic Government information or allow the improper use of such information to further any private interest.An employee shall not, except as permitted ... solicit or accept any gift or other items of monetary value from any person or entity seeking official action from, doing business with, or conducting activities regulated by the employees agency, or whose interests may be substantially affected by the performance or nonperformance of the employees duties.Employees shall put forth honest effort in the performance of their duties.Employees shall not knowingly make unauthorized commitments or promises of any kind purporting to bind the Government.Employees shall not use public offic e for private gain. Employees shall act impartially and not give preferential treatment to any private organization or individual.Employees shall protect and conserve Federal property and shall not use it for other than authorized activities.Employees shall not engage in outside employment or activities, including seeking or negotiating for employment, that conflict with official Government duties and responsibilities.Employees shall disclose waste, fraud, abuse, and corruption to appropriate authorities.Employees shall satisfy in good faith their obligations as citizens, including all just financial obligations, especially those- such as Federal, State, or local taxes- that are imposed by law.Employees shall adhere to all laws and regulations that provide equal opportunity for all Americans regardless of race, color, religion, sex, national origin, age, or handicap.Employees shall endeavor to avoid any actions creating the appearance that they are violating the law or the ethical standards set forth in this part. Whether particular circumstances create an appearance that the law or these standards have been violated shall be determined from the perspective of a reasonable person with knowledge of the relevant facts. The federal regulation enforcing these 14 rules of conduct (as amended) is now codified and fully explained in the Code of Federal Regulations at 5 C.F.R. Part 2635. Part 2635. Over the years since 1989, some agencies have created supplemental regulations that modify or supplement the 14 rules of conduct to better apply to the specific duties and responsibilities of their employees. Established by the Ethics in Government Act of 1978, the U.S. Office of Government Ethics provides overall leadership and oversight of the executive branch ethics program designed to prevent and resolve conflicts of interest. The Overarching Rules of Ethical Conduct In addition to the above 14 rules of conduct for executive branch employees, Congress, on June 27, 1980, unanimously passed a law establishing the followinggeneral Code of Ethics for Government Service. Signed by President Jimmy Carter on July 3, 1980, Public Law 96-303 requires that, â€Å"Any person in Government service should:† Put loyalty to the highest moral principles and to country above loyalty to persons, party, or Government department.Uphold the Constitution, laws, and regulations of the United States and of all governments therein and never be a party to their evasion.Give a full days labor for a full days pay; giving earnest effort and best thought to the performance of duties.Seek to find and employ more efficient and economical ways of getting tasks accomplished.Never discriminate unfairly by the dispensing of special favors or privileges to anyone, whether for remuneration or not; and never accept, for himself or herself or for family members, favors or benefits under circumstances which might be construed by reasonable persons as influencing the performance of governmental duties.Make no private promises of any kind binding upon the duties of the office, since a Government employee has no private word which can be binding on public duty.Engage in no business with the Government, either directl y or indirectly, which is inconsistent with the conscientious performance of governmental duties. Never use any information gained confidentially in the performance of governmental duties as a means of making private profit.Expose corruption wherever discovered.Uphold these principles, ever conscious that public office is a public trust. Is There a Presidential Code of Ethics? While the elected members of Congress have chosen to adopt their own code of ethics, the President of the United States, as an elected rather than hired or appointed representatives of the people, is not subject to any specific statute or rule governing his or her ethical conduct. While they are subject to civil suit and criminal prosecution for violations of common laws, presidents are generally immune from punishment for conduct related to their official acts. In other words, presidents are generally free to lie or misrepresent facts, as long as they do not intentionally defame any specific person or persons in doing so. In fact, the only the only practical remedies to unethical conduct on the part of the president are the constant vigilance of a well-informed public, congressional oversight, and ultimately the threat of impeachment for â€Å"high crimes and misdemeanors.†

How Would You Answer This Crazy Interview Question

How Would You Answer This Crazy Interview Question Unless you’re new to the job search game, you’ve probably been asked questions like, â€Å"Where do you see yourself in five years?† or â€Å"What are your best qualities?† You give the answers you rehearsed in front of your mirror- complete with a pageant-winning smile, of course- and everyone moves on. First thing first, make sure to review these hardest interview questions. But if an interviewer really wants to see how you think on your feet, they might surprise you with a moral dilemma. No better way to meet the real you than to get a sense of your most basic priorities, right? A popular anecdote making the rounds, reportedly from a real job application, goes something like this:You’re driving down a dark road, during a wild storm. You drive past a bench, with three people huddled miserably on it, waiting for a bus in the raging weather:An older lady who looks like she’s in distress, and possibly needs medical help.An old friend of yours who once saved your life.The man (or woman) of your dreams. Seriously, love at first sight material.Your tiny car has room for just one passenger (non-negotiable). So†¦ which one do you invite into the car?  If you choose the woman in distress, you’re a hero; if you leave her behind, you could be seen as a first-class heel. Or do you choose your old friend? You owe him a major favor, and you have a personal interest in this guy’s well-being. But then there’s your potential spouse, your possible future.What to do, what to do? You need to offer a well-reasoned response, but you have to do it fast.The winning answer earned the candidate a job offer: I’d get out of the car, and give the keys to my friend. He could drive the sick lady to the hospital, and I’d wait for the bus with the person of my dreams.Clever! So what can this teach us about moral dilemmas in job interviews? Well, for starters, I have yet to see an interview that’s reall y a life-or-death situation, so be creative! They’re testing your ability to think fast and solve problems. The very shrewd answer accomplishes two things:It shows flexible thinking. The candidate can read a number of different outcomes and find a solution that satisfies just about everyone involved.It’s memorable. Your job interview shouldn’t necessarily be an extension of your standup routine, but a bit of humor and smart thinking can make you stand out in a pack of similar candidates.So when you’re preparing for your next interview, be ready for some unorthodox questions. Who knows, your answer could be the next one going viral as â€Å"The best job interview answer ever!†

United States Foreign Policy toward Cuba Research Paper

United States Foreign Policy toward Cuba - Research Paper Example Cuba opted to maintain its political and economic relations with the Soviet’s legal successor. Since then, U.S. had been indifferent to Cuba and decided to put restrictions on their relationship as â€Å"nations.† In fact, a law was adopted by the United States Congress to prevent international companies â€Å"from dealing with any kind of Cuban assets† (Byers and Nolte 127). The U.S. had also obtained from the United Nations Security Council â€Å"a binding international embargo against Cuba† (Byers and Nolte 127). As such, U.S. companies were prohibited to trade with the Caribbean country (Leler). Also, licensed travel was sharply restricted—travel agencies were required to have government authorization first and foremost (Schwab 75). The objective of such constraints was to economically isolate Cuba â€Å"while depriving it of U.S. dollars† (Schwab 75). For almost a decade, these restrictions were viable and effective until a new form of l eadership had taken into place. The Obama administration had considered modifying its foreign policies to bridge the gap between the Americans and Cubans. Foreign policies in the international setting are interest-specific. It is always the interest of the general public that has a great bearing in every decision making. The goal of protecting and projecting the national interest remains the same (Ahmed, qt. in â€Å"One Day Lecture†). Nevertheless, the dynamism of international affairs makes it difficult for global leaders to be focusing on the same policy every now and then. As stated by Ahmed, the periodic re-adjustment of foreign policies is an inevitable event (qt. in â€Å"One Day Lecture†). Generally, foreign policy is the fact that a nation wears in the outside world. â€Å"It is the sum total of the values† which direct the behavior of a country in the international sphere (Ahmed, qt. in â€Å"One Day Lecture†).

Case analysis Assignment Example | Topics and Well Written Essays - 1000 words

Case analysis - Assignment Example Hence a negative effect could be witnessed. "Where there is a will, there is a way". Macy's can definitely recover from this downward trend. It is the effective management practices that play a vital role. A firm's performance solely depends on the strategies followed by the management. Nothing is permanent in the world except the word itself. Failures are the stepping stones for success. They are cyclic process. If a firm is not moving well today then it does not mean that till the end the same trend will continue. Innovations and initiatives will make a difference. So, planned first order and second order changes should be made. Hence the downward spiral for the departmental stores will not continue. 5. STEPS TO INCREASE SALES AND CUSTOMER TRAFFIC Higher the customer satisfaction, greater is the profit. Some of the steps include: Perform market research through the firm's market intelligence team to know about the customer's attitude, tastes and preferences. Find out the prospects and set the store there. Get frequent feedback from the customers. Develop a good rapport with the employees and keep them motivated and satisfied. Deliver good quality products, services and offers to customers. Today the people are quality conscious and not cost conscious. Provide training to the employees. Develop a standard mission and vision for the organization. Plan the strategies perfectly and convey it clearly to the employees. Make changes only if is really needed and seek the aid of the change agent. Make planned changes and not unplanned changes. Make both first and second order changes carefully. Make it only if there is a real need for it. Adopt strong marketing techniques. If the customers are satisfied then word of mouth would be effective. Maintain a good reserves and surplus level. Adopt either focus or differentiation strategy. Develop a strong competitive advantage. References http://www.nytimes.com/2008/02/07/business/07macys.htmlscp=1&sq=macy%27s&st=nyt http://seattletimes.nwsource.com/html/businesstechnology/2004168802_macys07.html http://www.politicalgateway.com/news/read/129108 http://www.upi.com/NewsTrack/Business/2008/02/06/macys_may_consolidate_office_staff/5199/

Physicality and Emotional Attachment in Shakespeares Sonnet 46 Essay

Physicality and Emotional Attachment in Shakespeare's Sonnet 46      Ã‚   In "Sonnet 46" of his works about the blond young man, William Shakespeare presents a unique view on the classic debate about physical lust versus emotional love. The poet struggles to decide if his feelings are based upon superficial desire and infatuation, represented by the "eye" (1), or true love independent of the physical world, symbolized by the "heart" (1). With a deft movement from violent imagery in the first two lines to the civilized language of law, Shakespeare dismisses the commonly accepted view of a battle between the eye and the heart.   The diction of warfare denotes two very separate alien sides clashing in destructive confrontation. Shakespeare advances quickly away from such wording, setting his debate in the civilized context of a courtroom. While the parties engaged in a lawsuit are competing, they are not seeking the destruction of their opposition. A common bond exists between the two sides of a legal case, the bond of society. They ar e parts of the same whole, or they would not be bound by the laws of that whole. The same holds for the eye and the heart, as well as their metaphysical counterparts, lust and spiritual bonding. The eye and the heart are but organs that make up the body. Physical desire and emotional attraction are just aspects of the overlying concept of love.   This is Shakespeare's final point: both physicality and emotional attachment combine to form the powerful force humans know as love.   Ã‚  Ã‚  Ã‚   The opening quatrain of "Sonnet 46" sets up the conflict of infatuation versus true love, acknowledging the classic view of a battle between opposing forces, but swiftly moving beyond such a black an... ...an iambic foot, "As thus" (13), allowing the third quatrain to flow directly into couplet. The poet also repeats the rhyme of "part" (13) and "heart" (14) from lines 12 and 10 of the third quatrain, tying the couplet even closer to the body of the poem. Shakespeare presents a common sense solution to the problem, declaring the entire conflict to be almost irrelevant. Lust is based on external aesthetic appeal, so the poet bestows the "outward part" (13) of the poem's young object upon the eye. True love draws its strength from an internal bonding of spirits, and therefore Shakespeare deeds the "inward love" (14) to the heart. And these two halves together form love. Work Cited Shakespeare, William. "Sonnet 46." The Norton Anthology of English Literature. Eds. M. H. Abrams and Stephen Greenblatt. 7th ed. 2 vols. New York: Norton, 2000. 1: 1033. Physicality and Emotional Attachment in Shakespeare's Sonnet 46 Essay Physicality and Emotional Attachment in Shakespeare's Sonnet 46      Ã‚   In "Sonnet 46" of his works about the blond young man, William Shakespeare presents a unique view on the classic debate about physical lust versus emotional love. The poet struggles to decide if his feelings are based upon superficial desire and infatuation, represented by the "eye" (1), or true love independent of the physical world, symbolized by the "heart" (1). With a deft movement from violent imagery in the first two lines to the civilized language of law, Shakespeare dismisses the commonly accepted view of a battle between the eye and the heart.   The diction of warfare denotes two very separate alien sides clashing in destructive confrontation. Shakespeare advances quickly away from such wording, setting his debate in the civilized context of a courtroom. While the parties engaged in a lawsuit are competing, they are not seeking the destruction of their opposition. A common bond exists between the two sides of a legal case, the bond of society. They ar e parts of the same whole, or they would not be bound by the laws of that whole. The same holds for the eye and the heart, as well as their metaphysical counterparts, lust and spiritual bonding. The eye and the heart are but organs that make up the body. Physical desire and emotional attraction are just aspects of the overlying concept of love.   This is Shakespeare's final point: both physicality and emotional attachment combine to form the powerful force humans know as love.   Ã‚  Ã‚  Ã‚   The opening quatrain of "Sonnet 46" sets up the conflict of infatuation versus true love, acknowledging the classic view of a battle between opposing forces, but swiftly moving beyond such a black an... ...an iambic foot, "As thus" (13), allowing the third quatrain to flow directly into couplet. The poet also repeats the rhyme of "part" (13) and "heart" (14) from lines 12 and 10 of the third quatrain, tying the couplet even closer to the body of the poem. Shakespeare presents a common sense solution to the problem, declaring the entire conflict to be almost irrelevant. Lust is based on external aesthetic appeal, so the poet bestows the "outward part" (13) of the poem's young object upon the eye. True love draws its strength from an internal bonding of spirits, and therefore Shakespeare deeds the "inward love" (14) to the heart. And these two halves together form love. Work Cited Shakespeare, William. "Sonnet 46." The Norton Anthology of English Literature. Eds. M. H. Abrams and Stephen Greenblatt. 7th ed. 2 vols. New York: Norton, 2000. 1: 1033.

Hitler’s foreign policy successes between 1936 and 1939 Essay

â€Å"Hitler’s foreign policy successes between 1936 and 1939 rested on his remarkable tactical skills and ability to exploit his opponent’s weaknesses?† Discuss this view. Many of Hitler’s foreign policy aims had been recorded since the publication of â€Å"Mein Kampf†, but none of his plans had any time scale to them. His only concept of time appeared to be that he wanted war by 1942, in fear of an arms race with the likes of Britain and France, resulting in Germany no longer holding the upper hand – also, he was under the impression that he would face his own death close to this time. It appears that, despite his aims having been set in stone for many years, Hitler was quite an opportunist, grabbing at fortunate circumstances rather than planning. Very little tactical skill or exploitation appeared to go into any of his actions (with minor exceptions); he just appeared to assume that most things would work out to his expectations regardless. Luckily for Hitler, this often appeared to be this case – but rarely via the means which he intended. A long running aim of Hitler’s was to overturn the Treaty of Versailles, of which the first step was made towards by the reoccupation and militarisation of the Rhineland. The Rhineland was France’s greatest barrier between itself and the German threat, and so it would be fair to assume that they would be far more than just keen to retain its demilitarised state. However, when France signed the Franco-Soviet pact, Hitler deemed that it had broken the Locarno treaty, and so used this as reasoning to reoccupy the Rhineland. The reoccupation in itself was a huge gamble – the German army was still notably weak at this point, and any opposition from France would result in them having to withdraw immediately. Nonetheless, Hitler disregarded the opinion of his generals (all of whom were opposed to the move), and ordered German forces into the Rhineland on 7th March, 1936, to be met by no opposition whatsoever. There was a small amount of protest from Britain and France, but as Hitler had presumed, they were unwilling to take any real action against him. France was war weary; Britain was suffering economically and concerned with the defence of their empire in the east. Hitler had further reason for believing this move would be a successful one. Little action had been taken by the League of Nations at Manchuria in 1931, and they were unlikely to taken any at this point either; also, Germany now benefited from friendly relations with Italy, following Hitler’s support for the invasion of Abyssinia. Appeasement on Britain’s part had also played a roll in convincing Hitler his actions were achievable. The 1935 Anglo-German naval agreement had effectively broken the Stresa front, showing him that he could successfully push boundaries. Although all these moves came down to being a series of fortunate circumstances (except good relations with Italy – something Hitler had long strived for), a small amount of skill went into this move. Hitler aimed to isolate France (namely by deny it of its allies) to make many of his aims simpler, and started to do so by achieving the German-Polish non aggression pact. This broke the little entente, and began to drive a wedge into Europe. This aside however, the reoccupation of the Rhineland was a minimally planned gamble, and by no means a show of neither skill nor exploitation. On 5th November 1937, a secret meeting took place at the Reichstag chancellery in Berlin, the minutes of which would come to be known as the Hossbach Memorandum. It was here that Hitler outlined his more drastic future foreign policy aims (including plans for expansion into Eastern Europe), and the strategies by which he would achieve them. It stated his desire to annex Austria and to crush Czechoslovakia, and the need for war within the next six years, to avoid an arms race with two â€Å"hate inspired antagonists† – Britain and France. His strategy for moving into east Europe was via a series of small wars to benefit the German economy – which, in it’s strive for autarky, was overheating and struggling. It was a radical move at the time – Hitler’s previous actions had been hidden under a veil of nationalism, and were never outwardly â€Å"Nazi†. However, there was no real plan. There may well have been a strategy – that being, the series of small wars – but no real time scale or method. It would appear that Hitler, as with the reoccupation of the Rhineland, was intending to grab at opportunities as they arose, rather than tactically planning his actions. Hitler’s next territorial move was to achieve the annexation of Austria. This had already been once attempted in 1934, but failed and left bad relations with Italy, and Hitler had denied all involvement. Regardless, the second attempt of Anschluss was barely planned, and its success was owed greatly to the improvisations offered by Herman Goering. Due to the disruption being caused by Austrian Nazis, Chancellor Schuschnigg requested a meeting with Hitler. Seizing the opportunity before him, Hitler took the chance to bully Schuschnigg, who emerged from the meeting with more Nazis being allowed into to parliament, the freedom of Nazi prisoners and Seyss-Inquart as interior minister – quite the opposite to what he had intended to achieve. It would seem that Hitler, rather than exploiting a weakness, had instead created one in his opponent. At this point, it appeared to Hitler that Germany may well be able to hold dominance over Austria without even the need for an official annexation. However, to his anger, Schuschnigg called for a referendum upon his return to Austria, in which he asked the people to â€Å"affirm their support for Austrian impendence†. Allowing this referendum to take place could have spelt bad news for the possibility of Anschluss – a negative result on Hitler’s part would make it far more difficult to achieve the union. As the referendum was so unexpected, there was no plan from this point onwards. Hitler began to exert pressure through right-wing Austrian parliament members, demanding that the referendum be cancelled and that Seyss-Inquart replace Schuschnigg as Chancellor. From here on however, Herman Goering became the â€Å"man of the hour†. He threatened President Miklas with German invasion unless Schuschnigg was allowed to resign (which, under pressure, he did), and also dictated a telegram from Seyss-Inquart, inviting the German army to enter Austria to â€Å"preserve law and order†. Consequently, German troops entered Austria on 12th March 1938. Evidently, little skill was played by Hitler here – had it not been for Goering’s intervention, Hitler and his lack of plan may have been faced with another failed Anschluss. Hitler merely assumed no action would be taken against him by the western allies, for much the same reasons with the Rhineland, and it would be fair to assume that he had expected Schuschnigg to simply give in to his demands. In this situation, Goering was the one displaying tactical skill, and not Hitler. Following the fortunate success of Anschluss, Hitler was encouraged to push forwards to Czechoslovakia. His first aim was the predominately German speaking Sudetenland, which he hoped to seize by means of a small war. He was to be faced by Neville Chamberlain and his policy of appeasement however, with whom he met on 15th September 1938, at Berteschgaden. Here, Hitler demanded the swift takeover of the Sudetenland, with threat of military action. No visible plan from Hitler here – it appears that he hoped to gain what he desired by threats and pressure. Following discussions between Britain and France, it was agreed that areas of over 50% German population within the Sudetenland would be handed over to Hitler, without so much as the formality of a plebiscite. Seeing that he had the upper hand, and knowing that Britain and France were reluctant to go to war (particularly over Czechoslovakia), Hitler rejected this agreement at his second meeting with Chamberlain on 22nd September 1938, on the grounds that it â€Å"would take too long to implement†. Instead, he demanded that the German army be able to occupy the Sudetenland within 2 days (claiming that the Czechs were slaughtering Sudeten Germans), and that the Czechs met the territorial demands of Poland and Hungary. Benes rejected these demands, and rebelled against Anglo-French pressure, ordering military mobilisation. On 26th September, Hitler gave the Czechs 24 hours to agree to hand over the Sudetenland before 1st October. The situation at this point looked as though war was on the horizon. Although this was what Hitler had wanted, he had only wanted a local war with Czechoslovakia – not a continental one. Still set on avoiding war, Chamberlain asked Mussolini to arrange another meeting with Hitler. The meeting was held at Munich, between Hitler, Daladier, Chamberlain and Mussolini, where it was agreed that Germany military occupation of the Sudetenland would be phased over 1st-10th October. The Czechs were told to accept these agreements or fight alone. It would seem Hitler had a lot of thanks to give to Chamberlain and his policy of appeasement. Had he not been faced with this, Hitler would have sent German forces into the Sudetenland with minimal planning or direction. France had military ties with Czechoslovakia, as did Russia (which came into effect only if the French honoured their commitments); although the likelihood of France taking any action was unlikely, it was not impossible, and Hitler may well have been faced countless other forms of opposition. Besides, Chamberlain had handed him exactly what he desired on a silver platter anyway – and in turn, left open a gateway to the rest of a somewhat defenceless Czechoslovakia. Although this was a great foreign policy success for Hitler, there was practically no means for him to exert neither tactical skill nor exploitation anyway. As ever, he gained exactly what he had set out for; just through unexpected means. Despite a weak agreement made at Munich to respect the territorial integrity of what was left of Czechoslovakia, Hitler made military plans for an attack on its remains within days of the agreement. He encouraged Poland, Hungary and Romania to demand territory from Czechoslovakia, and the Slovaks to demand autonomy. In February 1939, Hitler met with the Slovak leader Bela Tuka, telling him to demand complete separation from Czechoslovakia. President Hacha responded by declaring martial war to try to prevent the break-up, but Hitler retaliated with demands that Slovakia declare it’s independence, or it would be taken over by Hungary. The Slovak government complied and, in desperation, Hacha visited Hitler seeking help to retain the remnants of a broken Czechoslovakia. Wasting no opportunity, Hitler demanded for Czechoslovakia be split; a number of hours later, Hacha gave into the demands. On 15th March, German troops marched on Prague, and Bohemia-Moravia became a German protectorate. The following day, Slovakia asked for German protection, leading to it becoming a satellite state. Although a situation which was somewhat handed to him as a result of the Munich agreement, some degree of tactical skill was evidently used in bringing down the rest of Czechoslovakia. As a country of various nationalities, Hitler could see an opportunity to create a great divide amongst them, and used this to his advantage. Knowing Hacha wanted to preserve what of Czechoslovakia he could, Hitler exploited him by offering him only the options of German attack or to hand over Bohemia-Moravia. In addition to this, Slovakia was left in such a state of disruption anyway that it became under heavily German influence. For once, Hitler had used his own skill to gain territory, and did so without a single shot being fired and barely any opposition. Poland was next on Hitler’s territorial hit list, but it was unlikely to come as easily as his previous gains. Following the fall of Prague, there had been a change in mood from the west towards Hitler – he could no longer be trusted. No longer would his desires be handed to him; tactical skill was needed if Poland were to be successfully claimed. Ribbentrop had already attempted to negotiate a deal with the Poles by offering them guarantees of their borders and the possibility of gains in the Soviet Ukraine if they were to give up Danzig; however, fearful of Soviet response, the Polish government did not want to become involved in such a deal with Germany. In January 1939, Hitler met with Beck, the Polish foreign minister, where he added a demand for a German road/rail link across the Polish Corridor. To Hitler’s surprise, the Poles refused the demand, as they were unwilling to become a German satellite state – British and French guarantees of support had made the Poles less inclined give in to German pressure at the expense of their independence. Around spring of 1939 however, it was becoming clear to Hitler that defensive action against Poland needed to be taken. Diplomatic bridges were formed with Bulgaria, Hungary and Yugoslavia, whilst non-aggression pacts were signed with Latvia, Lithuania and Estonia. This was Hitler’s means of preparing for war with Poland, which was extended by the surprising Nazi-Soviet pact, of 23rd August 1939, forged by Ribbentrop. As ideological enemies, it was an unlikely move, but one that Hitler saw advantage to. Both countries had lost lands to Poland following WW1, and uniting would provide a huge threat to Poland on both fronts, and, in Hitler’s eyes, it isolated Poland from her allies (as he assumed Britain and France would not commit to their guarantees). The pact itself agreed that for the next 10 years, they would remain neutral if the other attacked a third party, and also contained a secret protocol, providing for the partition of Poland and creating Nazi and Soviet spheres of influence in eastern Europe. To Hitler, this had all been a great success – not only was he in a great for the invasion of Poland, but also for the invasion of Russia later on. German troops entered Poland on 1st September 1939, and to Hitler’s dismay, Britain and France declared war on 3rd September. The road leading up to the invasion of Poland shows that Hitler could put tactical skill and exploitation to good use when required. Forging relations with the Baltic republics and small east European nations left Poland with little to no German opposition surrounding it, but Ribbentrops Nazi-Soviet pact was by far the most effective tactic against Poland. It allowed both a great offensive against Poland, and a pathway to the invasion of Russia in the future. As with the Anschluss of 1938, this was a great success in foreign policy – but not, for the most part, thanks to himself. It is clear to see that Hitler’s foreign policy success rarely laid thanks to his own skill, exploitation or tactful planning, particularly prior to the fall of Prague. Although these feats would unlikely have been achievable without any display of skill, Hitler was very fortunate that the situations around him played well into his hands, such as Britain’s insistence on appeasement concerning the Sudeten crisis. Hitler also owed a lot of thanks to the likes of Ribbentrop and Goering, each who stepped in and allowed some of the successes to happen. The success of Hitler’s foreign policies between 1936 and 1939 did not rest on him at all – they merely benefited from his actions, the aid of those around him, and the situations which created them.

Heritage Assessment Tool Evaluation of Different Cultures...

Running head: HERITAGE ASSESSMENT TOOL: EVALUATION OF DIFFERENT Heritage Assessment Tool: Evaluation of Different Cultures and Individual Views of Health Micaela Simon Grand Canyon University Family-Centered Health Promotion 429V Melanie Escobar RN MSN August 31, 2012 Heritage Assessment Tool: Evaluation of different Cultures and Individual Views of Health The Heritage Assessment Tool can be used as as a reliable tool to assess, health maintenance, protection and restoration of individual cultural beliefs. This evaluation helps meet the needs of different patient populations to provide quality holistic care. The purpose of this paper is to explore the Hispanic, Native American, Chinese, and the author’s own personal†¦show more content†¦We reflecting the author’s own culture, she like many people in the United States are a blend of many different cultures and ethnicity. By not having one single ethnic culture her family views health traditions based on their religion of Christian Scientist. Being raised in this religion molded views of health promotion, prevention and treatment that influence her health behaviors today. There is a difference of opinion between Christian Science and traditional medical views. â€Å"Christian Scientist interpret disease from a spiritual view where medicine interprets disease from a material point of view† (Stoddard, 2010). As a child our family was raised with the belief that good nutrition, physical activity, and the role of positive thinking and mind over matter, would provide health and help us remain strong and healthy. Not having over the counter medications or turning to traditional medicine for simple medical issues was chosen as our families way of viewing illness. Growing up with the view of health and illness as spiritual using techniques such as meditation, prayer and positive thinking, has stayed as a health tradition among our families beliefs and practices to this day. Today modern medicine is looking at the mind as a valuable tool to prepare persons and bodys for wellness and rehabilitation. An example of this would be biofeedback. This is a technique where people areShow MoreRelatedHeritage Assessment1611 Words   |  7 PagesThe Influence of Heritage on Current Culture Evaluation of how family subscribes to these traditions and practices is offered in detail, while offering insight and/or reflection.It is essential for nurses to provide culturally sensitive care to each and every patient in order to establish repor and maintain a safe working relationship with each individual. To provide culturally sensitive care to a nurses patient’s he or she must first assess their own beliefs, values, and culture at large. The nurseRead MoreHeritage Assessment and Cultural Project1133 Words   |  5 PagesHeritage Assessment and Cultural Project ********** Grand Canyon University: NRS- 429V (0101) February 27, 2014 Heritage Assessment The Heritage Assessment Tool can be used as a tool to assess health maintenance, protection, and restoration of individual cultural. This assessment tool helps explore and try to meet the needs of different patient populations to provide quality care among cultures. The purpose of this essay is to explore the finding of the evaluation from usingRead MoreUnderstanding And Applying The Heritage Assessment Tool1441 Words   |  6 PagesUnderstanding and Applying the Heritage Assessment tool The Heritage Assessment Tool (HAT) is a set of questions used to examine an individual’s ethnic, cultural and religious heritage. HAT can be used to understand an individual’s health traditions. 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