Who Are The Cherokee Indians History Essay

Who Are The Cherokee Indians History Essay Cherokee Indians are a tribe that originated in the Southeastern United States. Their traditional lands included north Alabama from Noccalula Falls at Gadsden, Alabama, to all of Georgia north of Atlanta, to Kings Mountain, S. C. in the east; all of western North Carolina, southwest Virginia and East and Middle Tennessee. They also had traditional hunting claims in Kentucky. Their territory was eventually eliminated through about three dozen treaties between 1721 and 1835. The Treaty of New Echota (near Calhoun, Georgia) ceded the last remaining territory east of the Mississippi in exchange for land in Oklahoma. The whole tribe of Cherokees was forced to go west to Oklahoma in the 1830s on the infamous Trail of Tears that began at Red Clay Council Grounds in Tennessee just north of the Georgia state line. Among those who were force to leave were several thousand who died on the Trail of Tears. However, a few were able to hide in the mountains of western North Carolina. This group became the Eastern Band of Cherokees. Their tribal headquarters are at Cherokee, North Carolina. Today there are reservations in North Carolina with about 10,000 Cherokee and Oklahoma with about 100,000 Cherokee. Many are mix bloods rather than full bloods. Many Cherokee place names have been left in the places where they previously lived. The name Tennessee was taken from one of the Cherokee towns. The Cherokee were counted as one of the five civilized tribes of the Southeast which includes the Choctaw, Chickasaws, Creeks and Seminoles. They had the most vital and richest culture of all the tribes north of Mexico, a feature that most modern Americans have forgotten unless reminded in movies such as The Outlaw Josey Wales. Prehistoric and pre-Columbian knowledge of the Cherokee is limited. Their first European contact was with the expedition led by Hernando de Soto in 1540. The contact with de Soto was limited because his goal was exploration. He was followed eventually in the 1600s growing numbers of contacts French colonies in Alabama, Mississippi and Louisiana and with the Spanish in Florida. However with the founding of the English colonies of Virginia, North Carolina and South Carolina the contract grew into trade relationships. The trade relations developed with the Cherokee getting guns, powder, shot, and other trade goods in exchange for deer skins. The skins were valuable in Europe as a type of leather goods. Guns were more efficient hunting tools than bows and arrows. British merchants, who were frequently Scotsmen moved into Cherokee villages and established trading post. Many of these traders married Indian women. Their children, who were mix-bloods, usually grew up in the wilderness but with some European education. They were to be important because they provided much of the leadership in the future, at times in agreement and at times in opposition to the full bloods. Being of both cultures they were able to interpret each culture to the other. During the Eighteen Century the struggle between the French and English for control of North American meant frequent warfare. To protect the deer skin trade forts were built in Cherokee country which was divided into three basic areas. For the most part the Cherokee lived in towns. South Carolina held the lower towns; Western North Carolina the middle towns; and the over the hill towns were in east Tennessee. Fort Loudoun had been built in 1756-1757 at the confluence of the Little Tennessee and Tellico Rivers. It was a trade center and the Cherokee had free access to it until the outbreak of the Cherokee War (1759-1761). The Cherokee War occurred during the French and Indian War (1754-63). Known as the Seven Years War globally The French and Indian War is the name for its North American Theater of Operations. The origin of the Cherokee War was an incident in late 1758. A Cherokee war party, returning from unrewarding service in the Forbes Expedition, stole a few horses from frontier settlers. In a brief fight both Cherokee and whites suffered casualties. The Cherokee then sought revenge under their law which was in essence the law of the feud in which retaliation soon killed many on both sides. In November of 1759 South Carolina Governor William Henry Lyttleton declared war on the Cherokee. Efforts at peace negotiation failed because the Cherokees refused to surrender the individuals who had begun the fighting. To do so would have satisfied English ideas of justice; but would have violated Cherokee traditions. By 1760 a growing number of Cherokee and white settlers had been killed. In June Colonel Archibald Montgomery led an army of British regulars and colonial forces against the Cherokee. The Lower Towns and Middle Towns in the southern Appalachians were destroyed. Montgomery won a costly battle near Franklin, North Carolina on June 27, 1760 after which he returned to Charlestown. The gravest incident was the massacre of the Fort Loudoun garrison. The fort had been surrounded by the Cherokee and reduced to starvation. It was surrendered and its garrison was retiring to South Carolina, when it was attacked at Ballplay, Tennessee, where Cains Creek joins the Tellico River. Twenty-two officers and soldiers along with three women were killed in revenge for Cherokee losses. The survivors were held captive until the wars end. In June 1761 an expedition commanded by Lieutenant Colonel James Grant defeated the Cherokee near the village of Estatoe. He then burned all of their neighboring towns and all of their crops reducing them to near starvation. The Cherokee accepted peace term in August 1761. The Cherokee suffered numerous losses during the Cherokee War; however, more devastating were the losses from European diseases such as small pox, measles and other contagions. In response the Cherokee fought back with the Booger Dance, a spiritual weapon. Booger Dancers wore ugly masks and danced to ward off diseases or to ceremonially reduce fear of the deadly diseases. During the American Revolution the Cherokee remained loyal to the British and conducted military operations on their behalf. This led to fighting with the colonists and to demands for their removal after the Revolution. Among the Cherokee women often played an important role as counselors. Some became known as war women. An important War Woman was Nancy Ward. The acceptance of female leadership and influence was contrary to the male dominated white practice. By the 1790s Cherokee leadership came to the conclusion that he best way to preserve themselves was to become civilized. They began to develop more European style farm, clothing, government and Christianity. Often led by the mixed bloods such as John Ross, John Ridge, and Elias Boudinot they were aided by missionaries such as the Moravians who had a mission at Spring Place, Georgia. The Cherokee leadership began to develop into a civilized nation complete with the practice of slavery. A great event in the advancement of the Cherokees was the invention of a Cherokee language syllabary by the mixed blood Sequoya (Sequoya, Sequoia, Sikwayi). Named George Gist by his English father he was a skilled craftsman who developed a system of 86 symbols that represented the sounds of the Cherokee language. The syllabary was finished by 1821 and opened the way for thousands of Cherokee to learn it within a few years. The Cherokee Council was the government of the Cherokee nation and based upon its constitution. It met in the town of New Echota (now a restored state park just east of the current City of Calhoun, Georgia). The Council adopted the syllabary and provided for the publication of an official Cherokee newspaper, The Phoenix. Published in both Cherokee and English it was the first Indian newspaper in the United States. By 1827 the Bible, hymnbooks, pamphlets and many other writings were being translated into Cherokee. During the War of 1812 many Cherokee aided the Americans against the British and their allies including the Creeks (Muscogee). At the Battle of Horseshoe Bend (Alabama) in 1814 General Andrew Jacksons life was save by a Cherokee brave, Junaluska. However, this was not enough to prevent then President Jackson allowing their removal to Oklahoma in the 1830s. The demand for removal of all Indians east of the Mississippi River had been strong since at least the Presidency of Thomas Jefferson. In Georgia it was a major issue especially after the discovery of gold at Dahlonega in 1828. A huge influx of miners moved, often illegally, onto Cherokee land increasing demands for removal which occurred despite Supreme Court rulings in favor of the Cherokee: Cherokee Nation v. Georgia (1831) and Worcester v Georgia (1832). The Five Civilized Tribes were removed in whole or in part. A remnant of the Cherokee found refuge in the deep coves of the Smokey Mountains of Appalachia. With legal help from whites they eventually purchased land at Cherokee and became the Eastern Band. The bulk of the Cherokee in northern Georgia and elsewhere were forcibly expelled from their homes and conducted under military guard to Red Clay Council Grounds (now Tennessee historic state park) just north of Cohutta, Georgia, but in Tennessee. From there one group set out in the autumn to journey to Oklahoma. Many died on the Trail of Tears, a few escaped to North Carolina, and those that arrived in Oklahoma eventually had to develop their own farms and institutions. During the War Between the States most of the Cherokee sided with the Confederacy. They fought in battles in Missouri, Arkansas and Oklahoma. After 1885 Senator Henry Dawes of Massachusetts introduced what became the Dawes Act. It abolished the communal property of tribes and instituted a policy of individual ownership that was to further promote their civilizing. While the Five Civilized Tribes were exempt from the Dawes Act they came under increasing pressure to accept it. In 1895 the Curtis Act dissolved Indian tribal governments and forced allotments of the land. The results were a great deal of swindling of the Cherokee and many other Indians. Almost all of the original land granted to the Cherokee under the terms of the Treaty of New Echota was lost. In compensation Cherokee were made American citizens in 1901 and allowed to vote. On March 3, 1906, the Cherokee Nation was abolished. The present Cherokee Nation was organized in 1948 under the Wheeler-Howard Indian Reorganization Act (1934). Economic justice was to some degree awarded the Cherokee Nation in 1961 with payment of $15,000,000 by the U.S. Claims Commission for lands of the Cherokee Strip (Outlet). Modern Cherokee have served in the United States military and government. Most are educated and only a small number speak Cherokee. The seat of the Cherokee Nation (tribal government) is at Tahlequah, Oklahoma. The tribe adopted a new constitution in 2006. Under the leadership of their Principle Chiefs since the 1950s, who have included W.W. Keeler (1971-1975), Ross Swimmer (1975-1985)Â ¸ Wilma Mankiller (1985-1995), Joe Byrd (1995-1999) and Chad Corntassel Smith (1999-Present). The tribe conducts many different programs to promote the welfare and its cultural traditions. Among its money making ventures are casinos in Oklahoma and North Carolina. The Cherokee are in the process of building their own future with aid from many sources. Andrew J. Waskey References and Future Reading Bass, Althea. Cherokee Messenger. 1936. Norman, OK: University of Oklahoma, 1996. Cotterill, R. S. The Southern Indians: The Story of the Civilized Tribes Before Removal. Norman, OK: University of Oklahoma Press, 1954. Foreman, Grant. The Five Civilized Tribes: Cherokee, Chickasaw, Choctaw, Creek, Seminole. Norman, OK: University of Oklahoma Press, 1934. Hudson, Charles. The Southeastern Indians. Knoxville, TN: University of Tennessee Press, 1976. King, Duane H. ed. The Cherokee Indian Nation. Knoxville, TN: University of Tennessee Press, 1979. McLoughlin, William G. Cherokees Missionaries, 1789-1839. Norman, OK: University of Oklahoma Press, 1995. Mooney, James. History, Myths, and Sacred Formulas of the Cherokees. 1900 1891. Ashville, NC: Historical Images, 1992. Purdue, Theda. ed. Cherokee Editor: The Writings of Elias Boudinot. Athens, GA: University of Georgia Press, 1996. Woodward, Grace Steele. The Cherokee. Norman, OK: University of Oklahoma Press, 1963.

Apollinarius and His Teachings Essay -- Religion History

Apollinarianism is the heresy, which denied the completeness of Christ’s humanity named after Apollinarius of Laodicea born circa 312 –315 who became a bishop of Laodicea in 360. Originally, a supporter of orthodoxy against the Arians, his Christological teaching becomes a heresy among scholars, at a synod in Rome in 374-80 and by the Council of Constantinople in 381. The Christology of Apollinarius is summarised as, one hypostasis, one physis, one prosopon and one energia (activity). The intention of this essay is to examine the background of Apollinarius and his teachings. It will also look at his main opponents Gregory of Nazianzus and Gregory of Nyssa. Background: Apollinarius of Laodicea is the last of the great extraordinary thinkers of his time influenced by Hellenic position. Apollinarius was a man of great learning influenced by his father a grammarian also called Apollinarius. His father left his hometown and settled at Berytus as a schoolmaster, and later had moved to Laodicea. Apollinarius formed friendships with influential figures in early church society such as Epiphanius. If Apollinarius was not born in the faith then he had been a Christian for many years. He was then ordained priest at Laodicea. He was familiar with classical literature and wanted his son Apollinarius born between 312 and 315 to have a good education. Not much is known about the life of his son Apollinarius of Laodicea he was enthusiastic to the formulation of the Nicene faith and was left to develop his theological theories, during his life time he made many works which have now perished. The works, which are available to us, are heretical and are just a small proportion of his entire works. Later this city became his Episcopal ... ...t recurring argument against his Christology. â€Å"It was man’s rational soul, with its power of choice, which was the seat of sin†; if the word is un-united with a human rational soul then the salvation of mankind is not achieved. Works Cited Dà ¼nzl Franz, A Brief History of the Doctrine of the Trinity in the Early Church, 2007, London. Grillmeier Aloys, Christ in Christian Tradition, Volume 2, Part one, 1987, Oxford. Grillmeier Aloys, Christ in Christian Tradition, Volume 2, Part two, 1987, Oxford. Kelly J. N. D., Early Christian Doctrines, 2008, London. Raven Charles E., Apollinarianism, 1923, Cambridge. Sellers R. V., Two Ancient Christologies, 1940, London Stevenson J., Creeds, Councils and Controversies, 1989, London. Norris R. A. Jr., The Christological Controversy, 1980, Oxford. Addis & Arnold, Catholic Dictionary, 1951, London.

Foreign Direct Investment: Starbucks Case Essay

Requirements:The case should address all the questions provided plus any additional issues the group members feel are pertinent to the case and include a comprehensive update on the company’s situation since the time of the case. The case should be written up and presented in case format: scenario, problem to be solved or decision to be made, alternatives with the pros and cons of each and finally the recommendation with the accompanying rationale. Foreign Direct Investment: Starbucks Case Background General Thirty years ago Starbucks was a single store in Seattle’s Pike Place Market selling premium roasted coffee. Today it is a global roaster and retailer of coffee with over 7,000 stores in U.S. and outside U.S. Starbucks Co. set out on its current course in the 1980s when the company’s director of marketing came back from a trip to Italy enchanted with the Italian coffeehouse experience. Schultz persuaded the company’s owner to experiment with the coffeehouse format-and the Starbucks’ experience was born. The basic strategy was to sell the company’s own premium roasted coffee, along with freshly brewed espresso-style coffee beverages, a variety of pastries, coffee accessories, teas, and other products, in a tastefully designed coffeehouse setting. The company also stressed providing superior customer service. Reasoning that motivated employees provide the best customer service, Starbucks’ executives devoted a lot of attention to employee hiring and training programs and progressive compensation policies that gave even part-time employees stock option grants and medical benefits. The formula met with spectacular success in the United States, where Starbucks went from obscurity to one of the best known brands in the country in a decade. (Hill, 2003) The Company’s objective is to establish Starbucks as the most recognized and respected brand in the world. Starbucks purchases and roasts high-quality  whole bean coffees and sells them along with fresh, rich-brewed, Italian style espresso beverages, a variety of pastries and confections, and coffee-related accessories and equipment — primarily through its company-operated retail stores. In addition to sales through our company-operated retail stores, Starbucks sells whole bean coffees through a specialty sales group and supermarkets. Additionally, Starbucks produces and sells bottled Frappuccino ® coffee drink and a line of premium ice creams through its joint venture partnerships and offers a line of innovative premium teas produced by its wholly owned subsidiary, Tazo Tea Company. The Company divides its operation into two segments, United States and International, each of which include Company-operated retail stores and Specialty Operations. 1.Company-operated Retail Stores The Company’s retail goal is to become the leading retailer and brand of coffee in each of its target markets by selling the finest quality coffee and related products and by providing superior customer service, thereby building a high degree of customer loyalty. Starbucks strategy for expanding its retail business is to increase its market share in existing markets primarily by opening additional stores and to open stores in new markets where the opportunity exists to become the leading specialty coffee retailer. All Starbucks stores offer a choice of regular and decaffeinated coffee beverages, a broad selection of Italian-style espresso beverages, cold blended beverages, iced shaken refreshment beverages and a selection of teas and distinctively packaged roasted whole bean coffees. Starbucks stores also offer a selection of fresh pastries and other food items, sodas, juices, coffee-making equipment and accessories, a selection of compact discs, games and seasonal novelty items. Each Starbucks store varies its product mix depending upon the size of the store and its location. Larger stores carry a broad selection of the Company’s whole bean coffees in various sizes and types of packaging, as well as an assortment of coffee and espresso-making equipment and accessories such as coffee grinders, coffeemakers, coffee  filters, storage containers, travel tumblers and mugs. Smaller Starbucks stores and kiosks typically sell a full line of coffee beverages, a limited selection of whole bean coffees and a few accessories such as travel tumblers and logo mugs. Approximately 1,200 stores carry a selection of â€Å"grab and go† sandwiches and salads. During fiscal 2003, the Company’s retail sales mix by product type was comprised of approximately 78% beverages, 12% food items, 5% whole bean coffees and 5% coffee-making equipment and accessories. 2.Specialty Operations Starbucks Specialty Operations strive to develop the Starbucks brand outside the Company-operated retail store environment through a number of channels. Starbucks strategy is to reach customers where they work, travel, shop and dine by establishing relationships with prominent third parties that share the Company’s values and commitment to quality. These relationships take various forms including licensing arrangements, foodservice accounts and other initiatives related to the Company’s core businesses. In certain situations, Starbucks has an equity ownership interest in licensee operations. During fiscal 2003, specialty revenues (which include royalties and fees from licensees as well as product sales derived from Specialty Operations) accounted for approximately 15% of total net revenues. Go International The US coffee-bar market may be reaching saturation. Further, Starbucks’ store base is also maturing, leading to a slowdown in the growth of unit volume and firm profitability. In response, Starbucks has turned its attention to foreign markets for continued growth. Objective Starbucks mission for international development is to be a global company, making a difference in peoples’ lives by leveraging our brand and the coffee experience to foster human connections. The Starbucks Experience is about  passion for a quality product, excellent customer service, and people. The Company’s objective is to establish Starbucks as the most recognized and respected brand in the world. To achieve this goal, the company plans to continue rapid expansion of its retail operations, to grow its Specialty Operations and to selectively pursue other opportunities to leverage the Starbucks brand through the introduction of new products and the development of new channels of distribution. In doing global business, Starbucks greatly consider local culture as mentioned by Howard Schultz that Starbucks remain highly respectful of the culture and traditions of the countries in which we do business. Starbucks also recognizes that its success is not an entitlement, and Starbucks must continue to earn the trust and respect of customers every day. Entry Mode In 1995, the firm established a subsidiary called Starbucks Coffee International Inc. This group is responsible for all Starbucks business development outside North America, including developing new businesses, financing and planning stores, managing operations and logistics, merchandising, and training and developing Starbucks’ international managers. Starbucks’ first non-North American store was opened in 1996 in Tokyo. Starbucks initially used licensing agreement for its global strategy. Because Starbucks wanted to control business strategy in Japan market, it changed the strategy by establishing joint venture with a local retailer, Sazaby, Inc. Then, Starbucks licensed its business format to the joint venture company. After entering into the Japanese market, Starbucks increased the pace of international expansion significantly. In 1998, Starbucks acquired Seattle Coffee Company in the United Kingdom, a chain with more than 60 retail locations. That same year, it opened stores in Taiwan, Thailand, New Zealand, and Malaysia. In 1999, Starbucks opened in China (Beijing), Kuwait,  South Korea, and Lebanon. In 2000, it entered another seven markets (China – Hong Kong and Shanghai, Dubai, Australia, Qatar, Saudi Arabia, and Bahrain). It added three markets in 2001 (Switzerland, Israel, and Austria). In 2002, another nine markets were opened (Oman, Spain, Indonesia, Germany, Southern China – Macau and Shenzhen, Mexico, Puerto Rico, and Greece). In Asia, the most common strategy used by Starbucks was under licensing agreement. But due to similar reason such as in Japan, Starbucks converted licensing format to joint venture or wholly owned subsidiaries. Thailand, for example, Starbucks acquired its licensee operator to gain control over the expansion strategy in Thailand. In South Korea, Starbucks chose to use joint venture. However, Starbucks development strategy adapts to different markets addressing local needs and requirements. They currently use three business strategies: Joint ventures Licenses Company-owned operations As of At fiscal year end 2003, the Company had a total of 1,257 licensed retail stores in 28 countries managed by the Company’s international divisions and located as follows: Asia-Pacific (9 countries) 968 Europe/Middle East/Africa (13 countries) 176 Americas (6 countries) 113 Total1.257 Results Starbucks is well on its way to becoming a global brand. According to Business Week The Starbucks name and image connect with millions of consumers around the globe. It was one of the fastest-growing brands in a Business Week survey of the top 100 global brands published August 5 [2002]. But becoming a global company is not without risks. Global expansion poses huge risks for Starbucks. For one thing, it makes less money on each overseas store because most of them are operated with local partners. While that makes it easier to start up on foreign turf, it reduces the company’s share of the profits to only 20% to 50%.† The Company’s financial performance is highly dependent upon the retail operations of the United States operating segment. The Company’s International operating segment (excluding Canada) is not currently profitable, and its international stores and licensees may not be successful in their operations or in achieving expected growth. Some factors critical to the success of the Company’s international stores and licensees are different than those affecting the United States stores and licensees. The economies of a number of the international markets in which Starbucks and its licensees operate have been weak in recent years. Tastes naturally vary by region, and consumers in the new international markets into which Starbucks and its licensees expand may not embrace products and services to the same extent as consumers in the Company’s existing United States markets. Occupancy costs and store operating expenses are sometimes higher internationally than in the United States due to higher rents for prime, inner-city store locations or due to local laws that make it more expensive to retain or terminate employees. The Company’s International operations are also subject to the inherent risks of foreign currency fluctuations and changes in economic, social and political conditions. Because the Company’s International operations are in an early phase of development and have country-specific regulatory requirements, they require a more comprehensive field organization, compared to the United States, to provide resources and respond to the business needs in each region. Though international total net revenues increased by $142.4 million, or 30.9%, to International specialty revenues increased $26.1 million, or 28.1%, to $119.1million in fiscal 2003, excluding Canadian operations, operating losses increased by 11.1% to $18.5 million in fiscal 2003, compared to an operating loss of $16.7 million in fiscal 2002. Recommendations Alternative Starbucks can simply choose licensing for all international expansion. This method will reduce possibility that company absorbs operating loss from business partners. By licensing its format, Starbucks gain license fees and royalty from licensee. Another benefit is that license agreement requires relatively low initial investment for company. This will greatly improve company cash flow. However, behind the some benefits, licensing also has disadvantages. Company can not hope tight control over licensee for business strategy or marketing. For company like Starbucks which has aggressive business passion, license agreement doesn’t provide sufficient freedom to develop potential market. Another reason is that company know-how need to be delivered. Starbucks has competitive advantage in valuable management knowledge related to branding and operations of retail coffee stores. The other reason is that licensing opens possibility for potential foreign company’s competitors to learn about company’s know-how. Recommendations Though Starbucks triumphed in North American, the other international segment hasn’t significantly contributed to Starbucks’ income yet. This was partially contributed by International’s proportionate share of net losses in Starbucks Japan reporting an annual net loss of $3.87 million. Japan market is a good example. With 486 stores, it is easy to find Starbucks  logo in Japan, the site of its biggest expansion outside the US. The issue worrying investors is over saturation. Starbucks are vying for too few customers in Japan where also has so many coffee shops. Starbucks should consider about its strategy for international market. In U.S. and Canada market, the strategy to blanket an area completely, even if the stores cannibalize one another’s business, might be applicable. But for each international market, which has unique regional and community acceptance, the strategy shouldn’t be so aggressive. Furthermore, Starbucks should address local taste in every region. For example, in Asia country such in Japan and China, people have more long experience to drink tea rather than coffee. Therefore, demands on coffee beverages in those regions are different from market in North America. Starbucks should also setup a standardized methodology to select markets for entry or further expansion. In addition, Starbucks should investigate further to identify which investment approach is the best in the intended market because the market environment is changing. A certain investment approach maybe is not suitable for a market anymore. By joint venture as an investment approach, Starbucks has tight control over business strategy in a certain country. In other hand, the consequence of joint venture approach is that Starbucks has to absorb proportionately when the joint venture company suffers loss. Update Starbucks enter France One of the traditional of French cafe life – the small, china cup of strong, black coffee – is under assault from a giant of American cultural globalization. France’s first Starbucks coffeehouse opened on January, 2004, giving Parisians a smoke-free – but generally more expensive (An espresso at a counter of a French cafe typically sets you back $1.25, while a shot of coffee costs $2 at Starbucks and a medium caramel frappuccino, for example, goes for $5.62.). Starbucks offers a new cafà © atmosphere which will sweep  away a centuries-old addiction to espresso coffee and croissants in a noisy cafe spiced with the smoke of Gauloise. In the world’s cafe capital, the Seattle-based chain has much the same feel as anywhere else: there are comfortable sofas, and the soundtrack is jazz music and frappuccinos in the blender. However, with an increasing number of young French people living and traveling abroad, the company hopes its concept of bright, friendly coffee bars will find a warm welcome among those who dislike grumpy barmen and cigarette smoke. Starbucks is confident that a younger generation holds the key to financial success, but the figures show that even they haven’t completely abandoned the idea of corner cafes. Only 15 percent of clients to French coffee bars have their coffee to take away. The rest prefer to take a seat and drink it there. Reference Starbucks website. www.starbucks.com Charles W. L. Hill. International Business: Competing in the Global Marketplace – 4th Edition. New York: McGraw Hill/Irwin, 2003 â€Å"Starbucks Corporation: Competing in a Global Market†. UW Business School. April 7, 2003 Starbucks 10-K Report. SEC Fillings. September 28, 2003. â€Å"Planet Starbucks.† Business Week. September 9, 2002. p.102 â€Å"Trouble brewing for Starbucks in Japan†. Bloomberg. June 11 2003. http://www.theage.com.au Ian Messer.†Japan’s coffee shops spill over†. Bloomberg News. May 21, 2003 Caroline Wyatt. â€Å"Starbucks invades Parisian cafe culture†. January 15, 2004. http://news.bbc.co.uk.

Emotional Intelligence and Nursing - 2132 Words

â€Å"Emotional Intelligences and Reflective Practice are Integral Components of Building a Therapeutic Relationship in Nursing† Emotional intelligence refers to an ability to recognize the meanings of emotion and its therapeutic relationships, and to reasons for problem-solving in nursing. This is involved in the capacity to recognize emotions, adapt emotion-related to feelings, understand the information of those emotions, and manage it. Reflective practice is a process by which one stops and think about their practice, knowingly analyse ones decision making and clarifying ones thoughts and doubts. As a result, one may modify ones actions, behaviour, treatments and learning needs. Therapeutic relationship, also known as the helping team,†¦show more content†¦Changing the interpretations in one’s mind allows someone to change emotions. Self-awareness is one of the characteristics of Emotional Intelligence and a vital factor in achieving success in nursing. Self-awareness is the first step in creating what clients want and how to dominant critical situations so that nurses can focus on clientà ¢â‚¬â„¢s care, emotions, responses, nature and behaviour. Having self-awareness allows nurses to see where client’s thoughts and emotions leads to. It also allows nurses to see and control emotions, behaviour, and personality so that nurses can changes clients’ thinking. For example if a client knows that he or she is sexually active one should use contraceptive methods to avoid teenage pregnancy and STIs. Effective nursing practice is in need of on an effective therapeutic relationship between the nurse and the client. This instruction addresses the qualities and capacities of an effective therapeutic relationship, the state of knowledge, and the information needed to be effective. To implement a therapeutic relationship effectively, hospitals characteristics must be supportive. 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