Wednesday, March 4, 2020

Parentheses

Parentheses Parentheses Parentheses By Mark Nichol Parentheses serve several specific functions, but their general purpose is to set a grammatical unit of content off from the surrounding text. The parenthesized material can range from a single letter, numeral, or other symbol to an entire sentence. (Because enclosing more than one complete sentence in parentheses overextends the digression, it is not recommended.) Here is a summary of ways to deploy parentheses. First, a definition of terms: Parenthesis denotes a single parenthetical mark, but it can also refer to a digression, interlude, or interval enclosed in parentheses or other pairs of punctuation marks, such as commas, dashes, or brackets. The first of two parenthetical marks is an open parenthesis, and the second is a close parenthesis. The pair together are called parentheses. A parenthesis of an entire sentence can be inserted within another sentence, but omit a period after the parenthesized sentence (However, an exclamation point or question mark is acceptable!) to avoid confusion. (A complete sentence may also follow the terminal punctuation of the preceding sentence; in that case, include a period- or another terminal punctuation mark- immediately before the close parenthesis.) An incomplete sentence within parentheses is not punctuated with a period, but, again, an exclamation point or question mark is allowed. When providing an explanation or an example, the additional information can be enclosed in parentheses. Note in the following sentence how a parenthesis of a parenthesis should be formatted. (The abbreviations e.g. [â€Å"for example†] and i.e. [that is†] generally precede such information in formal and scholarly prose; in more casual contexts, the phrases are employed.) This is general American English style; British English style (and legal style and style for some other contexts) is parentheses within parentheses. Parentheses enclose the abbreviation of an acronym or initialism after the spelled-out name of an agency, company, or organization to inform the reader about how the entity will be identified on subsequent references: â€Å"The National Association for the Advancement of Colored People (NAACP) was founded in 1909.† (Note that the article the is not repeated in the parenthesis, but it should precede the initialism when it appears again.) Parentheses are used to enclose a note when a reader is directed to a cross-reference or when a writer glosses (presents a brief definition of) a term, provides a citation for a quotation or a fact or figure, points out that he or she has used italics to emphasize part of a quoted passage, or otherwise annotates a quotation. Note that the location of the parenthesis in the following sentence is awkward: â€Å"Consider whether a ‘risk expert’ should serve on the committee (i.e., someone with a background in risk management or oversight relevant to the nature of the organization’s operations).† Parenthesized annotation, just like additional information enclosed in a pair of commas or dashes, should immediately follow the relevant word or phrase, as here: â€Å"Consider whether a ‘risk expert’ (i.e., someone with a background in risk management or oversight relevant to the nature of the organization’s operations) should serve on the committee.† Back-to-back parenthesis is acceptable, but this can be avoided by combining two pieces of information into one parenthesis divided by a semicolon or by reorganizing the framing text to separate the two parenthetical comments. When the items in a run-in list (a list appearing within a sentence rather than formatted vertically) are numbered, they should be enclosed in a pair of parentheses (not with a close parenthesis only)- as in â€Å"The three types of rocks are (1) igneous, (2) metamorphic, and (3) sedimentary†- but numbering is seldom necessary. Use parentheses in moderation; excessive deployment of the symbols can give text a cluttered appearance (note their ubiquity in this post) and result in an obstacle-ridden narrative flow. Often, a pair of commas will suffice in their place, and dashes are appropriate when abruptly interjecting additional information, especially when the writer wants to give an impression of sudden interruption rather than unassuming interpolation. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Punctuation category, check our popular posts, or choose a related post below:15 Terms for Those Who Tell the FutureBroadcast vs Broadcasted as Past FormEpidemic vs. Pandemic vs. Endemic

Monday, February 17, 2020

Women's Suffrage campaigns Research Paper Example | Topics and Well Written Essays - 1000 words

Women's Suffrage campaigns - Research Paper Example This was following a long and difficult struggle against federal governments as well as the state. Previously, women never took part in general elections simply for the reason that they were women (Macbain-Stephens, 4). This paper discusses Women's Suffrage/the right to vote. Introduction Women's suffrage refers to women’s right to hold public office and to vote. The women's suffrage movement comprises of reformers’ every organized activity to add constitutional amendments and laws guaranteeing women the right to vote or to transform laws that hindered women from voting (Lewis, 1). Between early 1800s and civil war, which took place between the years 1861 and 1865, the US had a growing middle class, including families wherein while the women stayed at home taking care of their children, men held positions of lawyers, managers, business owners, among others. During this time, stereotypical ideas regarding women as well as men’s roles emerged from the culture of me n going into the world of work. People held the argument that since women were pure of heart in addition to being physically weak, only men could cope with the harsh events of the world of rough work. Another belief was that women should seldom leave home – they were expected to develop the aspects of submissiveness, purity, piety, and domesticity, maintaining the values of morality and stability in the home. They were also expected to create a getaway from the competitive world of business for their men (Macbain-Stephens, 6). Women were denied the right to own property, vote, obtain a divorce, speak in public, or serve on juries (Adams, 4). Macbain-Stephens further explains that long before and during the Progressive movement, a period of great reform (1900-1920) during which great transformations in economic, political and social ideas were occurring in the US, women had been fighting for their voting rights (they tried for more than 80 years without succeeding). In the year 1776 for example, a woman by the name Abigail Adams expressed strong views regarding her desire to take a more prominent role in the decision-making process pertaining the way in which the government was run as well as share a voice in the election of individuals who ran it. Abigail was the second US president’s wife and she wrote John Adams, her husband, a letter voicing her reaction to the proclamation that ‘all men are created equal’ after she had read a draft of the constitution that the second Continental Congress had written. In the letter, she requested her husband to ‘remember the ladies’ and be more favorable and to generous them than his ancestors. She promised that if her husband would not give particular attention and care to the ladies, they were determined to provoke a rebellion, and that they would not hold themselves bound by any laws in which they had no voice or representation (Adams, 4 & Thelizlibrary.org, 1-3). Abigail cauti oned against according all the power to men during the formation of a new government. According to her, the constitutional freedoms and rights were also supposed to be applicable to women too. However, Abigail’s letter did not change anything. She still held the belief that one day, women would come together to secure equal rights for themselves. By early 19th century, a period during which there was the discussion of new ideas as well as the changing of the old ideas, many people shared Abigail opinion. Equally, both men and women such as Frances Wright started protesting against the discrimination against women. a writer and editor to a newspaper known as the ‘free Enquirer’, Wright became an inspiration to many women and they

Monday, February 3, 2020

Problems with the Channel Tunnel Project Essay Example | Topics and Well Written Essays - 3000 words

Problems with the Channel Tunnel Project - Essay Example This paper discusses that the Channel Tunnel project represents one of the greatest engineering feats executed in the twentieth century. The tunnel project connects England and France through a railway link that exists in the ground layer under water. This project effectively reduced the dependency on the English Channel as a means of transportation between England and France. Moreover, this project can be seen as laying the basis for larger and longer tunnel projects that might one day even connect the Atlantic. On the business front, the Channel Tunnel project represents one of the largest privately funded projects ever undertaken. The project relied on the cooperation between two governments, several bankers providing the funding and several contractors along with numerous regulatory agencies. As mentioned before, the engineering aspects of the tunnel and its railway traffic represented new unbroken ground. This in itself represented new challenges as the Channel Tunnel forced eng ineers to do what was previously seen as impossible. As the Channel Tunnel project proceeded, several major and myriad minor changes had to be undertaken to make the project a success. The Channel Tunnel project represented something that had never been done before so the challenges confronting all teams on all fronts were new and required innovation to be dealt with successfully. Later changes in the structure of the project also mandated some large changes. Finally, as the Channel Tunnel project was commissioned, it was found that the project was both over budget and late. A number of complex factors and situations were responsible for creating delays and overruns through the life of the project. This text will attempt to analyse the complex factors that were responsible for these delays and overruns while also suggesting solutions that could be implemented in the future to avoid similar problems. These factors will be looked at in detail from the perspective of the planning and i mplementation phases that represent the greatest project management problems. 2. Problems with the Channel Tunnel Project 2.1. Planning Issues The initial planning phase demarcated that the Channel Project was to provide a fixed transportation system that connected England and France. This new transportation connection was expected to spur economic growth and development. In addition, the Channel Project was expected to aid the integration of Britain with mainland Europe in order to improve European trade. Moreover, the tunnel between England and France was expected to provide cheaper alternatives to more expensive modes of transportation such as shipping and air transport. The railway system envisioned for the purpose was also better in that it was a high-speed system when compared to both shipping and air transport. Although working for the Channel Tunnel had been on going in the seventies but the real concrete measures came through in 1984. The British and French governments agre ed to common proposals for safety, security and environmental concerns before the project was opened up for bidding. Both governments in 1985 requested the first proposals for the Channel Project. A number of proposals were submitted for the Channel Project. After an evaluation from both the British and French sides, the proposal submitted by Channel Tunnel Group / FranceManche (later Eurotunnel) was accepted. The initial proposal delineated a 32-mile double rail tunnel that was to accommodate passenger trains as well as cargo trains and a special truck and car carrying shuttle service. The initial bid price was set at some $5.5 billion for the entire project. 2.2. Shortage of Time for Planning The initial proposals were submitted in a short period and this in turn led to many oversights that could have been avoided by detailed studies. When put in a project management perspective, it could be surmised that high-level design estimates along with rough order of magnitude estimates co uld have led to better estimates as to the total scope and cost of the project. The shortage of

Sunday, January 26, 2020

Performance Management in Human Resource Management

Performance Management in Human Resource Management The following essay critically evaluates the relative importance of Performance Management and the role it plays in effective Human Resource Management in organisations today, whilst referring to relevant HRM theories, models and tools. The importance of PM in relation to other HRM functions will also be discussed, including the need for integration across HRM practices and management of the organisation as a whole. People are undoubtedly the most important, valuable and costly resource for an organisation and how this resource is managed can have a direct impact on an individuals performance and the organisation as a whole. Many organisations have set up a Performance Management Process. In its simplest form, it is based on the concept of, in order to be the best; everyone needs to continually improve their performance. A PM process supports this and all people managers are responsible for ensuring that the process is effectively carried out. In their study, Armstrong and Baron (2009) define PM as a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved. They stress that PM is a strategy which relates to every activity of the organisation set in the c ontext of its human resource policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organisation. Michael Armstrong states that Performance Management is a process which is designed to improve organisational, team and individual performance and which is owned and driven by line managers. In order to drive effective PM, line managers are required to set clear objectives for performance and communicate these to individuals in their team. They are required to provide timely and appropriate feedback on performance levels, including regular one to one discussions and to develop each individuals ability to perform at their best. In their article, Sally Selden and Jessica E. Sowa (2011), state that in exploring PM, one must start with an explanation of the process of managing individual employee performance. Typically, the process starts at the top of the organization with management developing a performance management policy. Managers generally control performance by influencing inputs and by feedback provided by outputs. They state that the ultimate objective of a PM process is to align individual performance with organisational performance. An organisations PM process, however, is subject to interpretation by individual employees who may not necessarily react to signals in the same way. David Guest (1997) in particular suggests that the impact of HRM practices, such as PM depends upon the employees perception and evaluation, prompting the need for scholars studying PM to recognise the crucial role of employee perceptions and to incorporate them into the analysis and construction of PM in organisations. An analysis of a typical Performance planning in organisations today would involve the creating of a Performance Development Plan (PDP) for an individual. A PDP may consist of the following sections: 1. what am I going to achieve? (My objectives) linked to the organisations strategy and possibly mission statement 2. How am I doing? used to track progress against objectives 3. How I will achieve my objectives? (my competencies) and 4. My PDP, which would include areas for the individuals development, actions to take, support needed and from whom and how the individual will know they have been successful Most organisations today use SMART objective setting (Specific, Measurable, Achievable, Relevant, Time-bound). The PDP would also record a review of discussions and include career aspirations and time frames. Santander (2012) state that the PDP is a living document; it should be amended as and when required. It is recommended that monthly reviews are held to make sure any issues or changes to the PDP can be discussed. In addition, they state that Formal Reviews of an individual take place twice a year mid year and end of year. During these informal and formal review meetings, the following elements should be considered : assessing performance against agreed targets and objectives, providing feedback, positive reinforcement ( emphasising what has been done well and making only constructive criticism about what might be improved ), two-way conversation an open exchange of views about what has happened and agreement jointly coming to an understanding about what needs to be done to improve performance generally and overcome any issues raised in the course of the discussion. Managing staff performance should be managing for the individual to succeed not fail. The centrepiece of a PM system is typically the performance appraisal. A Performance Appraisal (Review) is an opportunity for individual employees and line managers to engage in a dialogue about the individuals performance and development, as well as support required from the manager (CIPD, 2011). A performance appraisal has many purposes such as clarifying expectations, reviewing past performance, motivating employees and assessing potential/promotability. There are many benefits of appraisal but equally there are potential problems such as the over reliance on outcomes rather than performance and the interviews themselves can cause anxiety. So, does a performance appraisal constitute a PM? While performance appraisal is an important part of PM, in itself it is not PM, rather it is one of the range of tools that can be used to manage performance. The performance appraisal is often the central pillar of PM. Our 2009 PM survey found that a large majority of organisations use individual appraisals as part of PM programmes. However, it is a common mistake to assume that if organisations implement performance appraisals, they have PM. This is not the case. PM is a holistic process bringing together many activities that collectively contribute to the effective management of individuals and teams in order to achieve high levels of organisational performance. The process is strategic, in that it is about broader issues and long-term goals, and integrated in that it links various aspects of the business, people management, individuals and teams. Performance appraisal on the other hand is operational, short-to-medium-term and conc erned only with individual employees and their performance and development. While it is one of the tools of PM, and the data produced can feed into other elements of PM, appraisal by itself does not constitute PM. Bratton and Gold (2012) state that ideally an organisation should have a variety of techniques to encourage appraisal and PM culture including downward appraisal immediate manager, self appraisal, peer/team appraisal, upward appraisal, multisource and 360 degree appraisal. The latter is where feedback is gathered from a wide range of commentators typically including the individuals direct reports, customers and colleagues, as well as the line manager. Its supporters claim that this gives managers and individuals better information about skills and performance, as well as working relationships, compared with more traditional appraisal arrangements based on line managers assessments. With 360 degree feedback, typically eight to ten people complete questionnaires describing the individuals performance (including themselves). The questionnaire usually consists of a number of statements rated on a scale. The ensuing report should summarise the answers given. It often shows the actual ra tings given for each question, as well as averages for each question and for each competency, and any written comments. Ideally the feedback from the whole process should be made anonymous and presented to the recipient by a skilled coach. Like other forms of appraisals, the 360 degree feedback should not bring any great surprises to individuals. Its focus, rather, should be on helping them to understand how their behaviour is perceived by others and confirming the behaviour that is most likely to get results. If implemented correctly, those supporting 360 feedback feel it can achieve certain key objectives 1) identifying differences between the way individuals see themselves and how they are perceived by others, 2) establishing differences between the perceptions of different groups of respondents and 3) in doing so, helping to make PM a more objective and fair process. Numerous studies of PM have been conducted over the years, one of which is the Fine Intentions article by Duncan Brown and Wendy Hirsh (2011). Their article questions whether PM is a worthy successor to appraisals, PM systems are seen by HR as a route to fulfilling many complex requirements beyond simply linking people to organisational success but is that too tall an order, they question? There are many studies showing powerful links between people management practices and organisational performance, and appraisal usually comes out as a key practice in this regard. The key conclusion, they state, to be drawn from their work is that PM is indeed a vitally important process for employers. But it is also extremely difficult to implement effectively. They lost count of the number of times that the process was described to them in their studies as a turgid exercise in box ticking or form filling something you do to keep HR quiet. In their article, they site two case studies to illustr ate the current trends and improvements that can be made to PM processes 1. BT Operate a sharp focus on getting personal objectives aligned throughout the organisation, clarity about performance standards, and a clear line of sight between individual, team and business performance. There has also been significant support and training for people managers to enable them to deliver great performance practice. 2. Oxfam GB presents both opportunities and challenges for PM. Staff here are highly motivated by the mission, but that can tempt them to set unrealistic work goals and to be reluctant to take time away from immediate tasks in order to focus on their own performance and development. Following the case studies, Brown Hirsh highlight the following 4 areas that HR could adopt to build more effective PM Get strategic (HR thinking less about PM as a process and more about how it can support all employees to achieve individual goals in support of organisations strategy); Keep it sim ple (simplify and clarify their processes); Focus on the feedback; and Equip the managers (training tailored to needs). Another study of PM and Appraisal in Human Organizations: Management and Staff Perspectives (Seldon Sowa, 2011) states that PM systems have been studied extensively in the public and for-profit sectors but not adequately explored in the non-profit sector. Their study addresses this gap and identifies gaps in the perception of management and staff concerning PM, and then identifying five different models of PM systems, concluding with lessons for practice. Organisations typically develop PM processes to motivate employees. The process can motivate employees by establishing expectations and providing feedback on achievement of those expectations. Ideally, the organisation can then target training to address the weaknesses identified or areas of potential growth. In addition, they can adopt compensation systems to reward the achievement of goals. Managing individual performance should result in higher employee satisfaction and morale and lower employee turnover, a process that has been demonstrated in research on public organisations. Their findings conclude that the non-profit organisations in their study do not rely on performance-based monetary rewards and incentives as critical components of their PM systems. Therefore, they state, it is important to focus on the possibility of other rewards tied to the PM system, such as job enrichment and job enlargement. They conclude that the preferable model of PM is the multi-feedback PM system for non-profit organisations and present three lessons to drive future research and practice: 1. Management to ensure that employees understand the PM system; 2. PM tools are underutilized in this sector; 3. PM is associated with positive employee outcomes, such as turnover, job satisfaction, enjoyment of job and commitment to the job. Many organisations today conduct regular employee opinion surveys to assess staff engagement. As Ben Willmott, senior policy adviser at the CIPD says: In the current environment, there is evidence that people are under increasing pressure in the workplace, that theres a growing trust deficit between people at the bottom and the top of organisations. Youve also got the squeeze on incomes, with people either having their pay frozen or receiving pay rises that are less than the rate of inflation. Against that backdrop, its difficult to build engagement. (Willmott, 2007). The Guest model of human resource management reflected the view that a core set of integrated HRM practices can achieve superior individual and organisational performance. According to Guest (1997), HRM differs from personnel management, and he attempts to identify the major assumptions or stereotypes underpinning each approach to employment management. He analyses HRM practices from selection, training, appraisal, rewards, job design, involvement and status and security. Most organisations today offer a comprehensive Rewards and Benefits package which can be used to both attract and retain employees. Reward Management, as part of HRM, incorporates rewarding people in relation to their value to the organisation as measured by their actual and potential contribution, and matching rewards and incentives to peoples needs and goals. In defining their Reward packages, organisations must consider external competitiveness and internal equity, aim to maintain or improve levels of employee performance and comply with employment legislation and regulations. Packages can include benefits such as (14) reduced rates on Apple products, all employee car scheme, partnership shares, retirement plan, childcare vouchers, performance related pay, incentive schemes linked to role and numerous others. Pay progression within companies usually depends on individual performance linked to PM, market rate and competency. According to CIPD (2012), 66% of organisations use a co mbination approach to pay progression e.g. individual performance and length of service. Employers need to align the rewards desired by employees with the needs of business. There are various elements to reward and it is important that they choose the appropriate mix of base to variable pay, fixed to flexible packages and pay to non-pay rewards. They should be aware of the various organizational risks that are involved when making decisions on how they reward and recognize individual and collective contribution. It is important that an appropriate communications strategy is adopted to explain to staff what behaviours, values and performances the organisation is rewarding, how and why (CIPD, 2012). Within HRM, organisations have a sickness absence policy which clearly sets out their policy statement and both employer and employee responsibilities. In the Annual Report 2011 CIPD (2012) assessed their conclusions on absence management and, giving line managers primary responsibility for managing absence remains one of the most commonly used approaches for managing absence. Serious commitment to flexible working practices within HRM may help reduce absence due to stress, home/family responsibilities and illegitimate reasons, all of which remain common causes of absence for a sizeable proportion of organizations. Their findings conclude that investment in promoting employee well-being and managing stress at work is worthwhile. A focus on these issues and employee engagement, they state, will promote attendance and organizational performance. To conclude, Performance Management is a crucial and fundamental function of human resource management. It focuses on setting a clear process for managers to follow in order to get the best from their people. The total rewards system and 360degree feedback performance analysiss seem very appropriate to be used by all organizations, to enhance employee performances and involvement. Writing this essay has taught me a great deal about the pressure involved in being a line manager and the standards required to do so effectively.

Saturday, January 18, 2020

Abstract – Analysis

After Jobs' death (201 1), the video of his speech turned on the internet, gaining millions of views. On Twitter and Backbone, people quoted pieces of the speech, and one of the cost highly circulated quotes was his last line: â€Å"Stay hungry, stay foolish. â€Å". Steve Jobs' powerful speech consisted of three stories from his life. The first story, which he calls â€Å"connecting the dots†, touches upon his early life and how it all affected the inception and development of his company and career.The second story, about â€Å"love and loss†, reveals how he pursued what he loved, and the twists and turns in that pursuit, and his eventual success and attainment of happiness (American dream). The third story he speaks about relates his feelings of being at the end of the road, and how facing death every day inspired him to work and live as if it were his last day (Carper diem theme).This speech is more Interesting because It is full of rhetorical, philosophical messa ges and figures, there are the recurring themes of birth, death, rebirth, love, and determination. Indubitably, Jobs has struck a core with the American Dream: â€Å"Sometimes life hits you in the head with a brick. Don't lose faith. † and â€Å"Don't settle. † , a few of his aphorisms for the young students are determined to Join the workforce, pursue their livelihoods, start their families, and achieve their â€Å"Dream†.While It may seem plausible and appealing to â€Å"stay hungry, stay foolish† for one person, It may seem unreasonable and Inauspicious to another. The reference about the â€Å"Instinct† that for Jobs prevails over the â€Å"reason† creates divergent opinions as also the history has shown through the thinking of some philosophers Like B. Pascal, S. Segregated, F. Nietzsche or rationalist philosophers Like D. Home or R. Descartes. Finally, there are many other Ideas and Items that come out of this discourse, where the path os always wins the audience.

Thursday, January 9, 2020

Paper Writing Reviews & Tips

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Wednesday, January 1, 2020

Amendments to the National Constitution - 2556 Words

Background - In the U.S. legal system, the Constitution forms the basic template for legal theory and management of law. This document formed the bases for the U.S. government and defined the three main sections: Executive, Legislative and Judicial. We must remember, too, that the idea of this constitution of removing ties to a monarchy and setting up a separate government by the people, for the people, was a very radical idea in the 18th century and had a background not only in the various documents from the Mayflower Compact to the numerous colonial governmental charters. There, were however, numerous compromises that had to be made to ensure ratification of the Constitution. However, had these compromises not been made, (e.g. slavery, etc.) it is unlikely the colonies would have come together to ratify the document, and the British may have prevailed. (National Constitution Center, 2009). The First Amendment - The First Amendment is part of the Bill of Rights, and prohibits the making of any law HYPERLINK http://en.wikipedia.org/wiki/Establishment_Clause_of_the_First_Amendment o Establishment Clause of the First Amendment respecting an establishment of religion, impeding the HYPERLINK http://en.wikipedia.org/wiki/Free_Exercise_Clause_of_the_First_Amendment o Free Exercise Clause of the First Amendment free exercise of religion, infringing on the HYPERLINK http://en.wikipedia.org/wiki/Freedom_of_speech_in_the_United_States o Freedom of speech in the UnitedShow MoreRelatedThe Constitutional Basis Of Federalism1017 Words   |  5 Pagesduring the Constitutional Era was so strong that the Constitution would have been defeated Central government was facing difficulties People were too dispersed and communication and transportation was not strong enough to allow governing from one location The Division of Power The Framers defined the powers of state and national governments Although they favored stronger national government, they still made the states have an important role Constitution guaranteed states equal representation in the SenateRead MoreThe United States Bill Of Rights882 Words   |  4 PagesDecember 15, 1791. The Bill of Rights are the first ten amendments to the Constitution that were established to defend our rights as individuals and as American citizens. The Bill of Rights describes the rights of its people. The first four articles of the amendments deal specifically with the balance of power between the federal government and state government. There were some people who opposed to the Constitution because they felt that a national government was a risk to a person’s individual rightsRead MoreThe Fourteenth Amendment And The National Government Essay1396 Words   |  6 PagesThe tenth amendment states that any power not granted to the National US government is given to the states. The tenth amendment deals with three different types of power. The three separate powers are delegated powers, reserved powers, and prohibited powers. Delegated powers are the powers assigned to the Federal government. An example would be the power to regulate commerce. The reserved powers are the powers that are granted to the states. An example would be to regulate education. The prohibitedRead MoreBill of Rights and Amendments1353 Words   |  6 PagesRights and Amendments Bill of Rights and Amendments The United States Constitution was recognized to Americans as a vague statement in clarifying the privileges and the rights of individuals and centralizing the power within the government itself. With the passing of the Bill of Rights and the first ten amendments, it grants the people to what is said to be their â€Å"natural rights† following additional rights that have significantly changed our society. Amendments and Constitution AccordingRead MoreConstitutional Amendment Essay1170 Words   |  5 PagesTo amend the constitution, various steps and procedures must be taken. When either Congress (which takes a two-thirds majority vote in both the Senate and the House of Representatives), or a constitutional convention (which takes two-thirds of the State legislatures) want to propose an amendment, they give it to the National Archives and Records Administration. The Congress proposes the amendment as a joint resolution to the National Archives and Records Administrations Office of the Federal RegisterRead MoreEssay on The First Amendment876 Words   |  4 Pages The First Amendment is the first section of the Bill of Rights and is often considered the most important part of the U.S Constitution because it guarantees the citizens of United States the essential personal freedoms of religion, speech, press, peaceful assembly and the freedom to petition the Government. 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However, this particularRead MoreThe Contributions Of James Madison1383 Words   |  6 PagesHere are some of the reasons why he was important to our country. Some of his accomplishments were that he was the participated in the framing of the Virginia Constitution in 1776, served in the Continental Congress, and was a leader in the Virginia Assembly. Later throughout the years, when he was referred to as the Father of the Constitution, Madison protested that the document was not the off-spring of a single brain, but the work of many heads and many hands.â⠂¬  He had also introduced the idea