Slavery in Ile de France

Slavery in Ile de France Slavery in Ile de France If we go back into history, we can note that slavery had existed on the island since the sixteenth century by the Dutch settlement. Slavery had become firmly embedded in the economy and society of Mauritius. Mauritius, previously known as ‘Ile de France’ was colonised by the Dutch (1638-1710), the French (1715-1810) and later by the British (1810-1835) which paved the way towards the abolition of slavery in 1835. It was only when Guillaume Dufresne d’Arsel landed in 1715 that the island came to be known as a French colony. He named it ‘Ile de France’. It was only in 1721 that the French began to occupy the island. From 1598 to 1710, the Dutch were the first one to take possession of the island. However, we cannot deny that before the Dutch stay in Mauritius, in 1510, a Portuguese sailor, Don Pedro Mascarenhas was the main founder of the island but he was not interested. Whether during the Dutch, French or British stay in Mauritius, they faced a lot of problems. So, slaves had to be brought from other countries. As we already know, since centuries, under the colonial era, the one having more territories was considered to be more powerful. But who will work on those territories? Since there were not enough workers to work on the land, it was necessary to bring slaves on the island through slave trade. Slavery had played an important role in the historiography of the island. Whether in early eighteenth or nineteenth century, while European settlers were on the island, we can examine the condition of the slaves with their masters. Slavery in Mauritius is still considered to be less harsh than others like West Indian slavery. Slaves were mainly brought from countries like Goa-India, Madagascar, Mozambique and other regions of Africa but Reunion was the first island from which slaves were first introduced in Ile de France. But what was the aim behind this? They were brought to work for the development and betterment of Ile de France. This was seen to be advantageous for slave owners since slaves’ labour was being exploited at cheaper price. The slaves were divided into different ethnic categories such as Creole, Indian, Malagasy and Mozambican. Each ethnic group were portrayed as having specific attributes; for example. Mozambican slaves were characterised as being hardworking on plantation fields which indicates that they were physically strong but less intelligent. Contrary to this, Indian slaves were weak to work on plantations fields. According to Milbert, the African slaves were less in numbers. Furthermore, Prentout adds that these slaves were seen as the best hardworking labourers but more intelligent than the Mozambican slaves;  « Parmi eux, les yolofs, plus grands et plus forts sont regardà ©s comme les meilleurs reprà ©sentants de la race nà ¨gre, ils sont plus intelligents que ceux qui viennent de la cote de Mozambique ou de la cote adjacente  ». Different names were picturised to slaves who came from Africa or Mozambique; ‘Macoas’, ‘Mondjavocas’, ‘Sennas’, ‘Moursenas’, ‘Yabanes’, ‘Mouquidos’, ‘Mavairs’, ‘Macondes’ and ‘Miamoeses’. These slaves were physically portrayed as having thick lips, flat nose, oily skin and woolly hair. Another category of slaves coming from Madagascar were known to be ‘Hovas’, ‘Betsilà ©es’, ‘Antatoimes’, and ‘Sakalavas’. Those who came from India were classified as ‘Talingas’, ‘Malabars’ and ‘Bengalis’. In addition, people had their own perception about the relationship between slaves and their owners. Likewise, Charles Telfair noticed that there was a relationship of kindness which prevailed between slaves and their masters; â€Å"dans la plus haute classe, les rapports des maitres avec les esclaves à ©taient empreints de bienveillance†. Thus, the master was far from being a cruel and oppressive ruler. Prentout further adds that;  «il n’y avait pas à   l’ile de France, la mà ªme haine des esclaves qu’aux Antilles ». Slaves were nevertheless known to be a source of property for their masters. Reynolds Michel, a priest of Catholic Diocese argues that â€Å"Slavery, an institution as old as the history of human society is based on the exploitation of man’s labour. Certainly the history of slavery is a history of blood and tears lived by millions of men and women, a memory of people torn from their land of origin, of bodies thrown at the bottom of the holds of ships, corpses thrown overboard, removal and prohibition to bear one’s surname, forced labour and humiliation n the plantations. But it is also the story of a permanent resistance from beginning to end. And it is this strength in resistance in its many forms which abolished slavery†. Therefore, slaves did not lead a comfortable and simple life. They were none other than a source of income for their masters. They were just treated like an object which could be bought or sold anytime without restriction. They had no right to neither misbehave nor demand anything. Even the children of slaves were denied the right to education and were perceived as slaves just like their parents. Power was solely concentrated in the hands of the masters, that is, whenever they wanted they could use and throw away the slaves. For example, women slaves were brought at their master’s place, just for the sake of sexual pleasures. They did not have the right to voice out. In short they did not enjoy any form of human rights and they were completely deprived of their freedom. Thus, â€Å"the history of slavery must be remembered because memory undertakes not to repeat it†. However, we cannot deny the fact that slavery had a great significance in the economic development of th e colony. Dutch period (1638-1710) The Dutch occupation in Ile de France lasted from 1638 to 1710. The Dutch presence in Mauritius became noticeable through their introduction of domestic animals and plants like sugarcane. The Dutch East India Company also known as the ‘Vereenigde Oost-Indische Compagnie’ (VOC) was an institution where the rich and poor were treated equally in trade affairs. This had included the support of Governor Van der Stel who imported slaves as labour was required in abundance for the better functioning of the company. Mauritius was seen as a country which would derive economic benefits for the VOC. During the Dutch period, slaves were brought mainly from Madagascar to work on the fields. However, many slaves, also known as maroon slaves ran away into the forests and often caused havoc for the settlers. They destroyed houses, burn farms or other properties so as to avoid being dominated and exploited. They knew if they were captured by their masters, they had to face severe consequences but still they tried to escape. The Dutch settlement lasted for about 20 years and they finally left the island for the French in 1710. French period (1715-1810) In 1715, the French took control of the island on behalf of the King and renamed it ‘Ile de France’. The island was managed under the direction of the French East India Company and it retained its existence until 1767. From 1767 until 1810, the French government chose officials and appointed them in Ile de France but this lasted only for a short period until the French revolution. Besides, amidst the Napoleonic wars, the French used Ile de France as a base where French corsairs were successful in launching surprise attacks on British ships. Until 1810, the French attacks and efforts in holding up the colony were effective until the British landed, but this time in great numbers and thus took possession of the island while the French capitulated. While surrendering, the British assured that the practice of the French traditions, customs, language and religion would be respected and maintained. Among the French settlers, the Code Noir was established and subsequently seen as the rules that slaves had to follow. It was published between 1685 and 1783 and declared by Louis X1V in 1723. Bernardin de Saint- Pierre was somehow in favour about the regime of the ‘Code-Noir’ but he claimed that the laws established for the slaves were not really granted to them. He adds that â€Å" il y a une loi faite en faveur des esclaves appelà ©e le Code Noir. Cette loi favorable ordonne qu’à   chaque punition ils ne recevront pas plus de trente coups, qu’ils ne travailleront point le dimanche, qu’on leur donnera de la viande toutes les semaines, des chemises tous les ans; quand ils sont vieux, on les envoie chercher leur vie comme ils peuvent. Un jour j’en vis un qui n’avoit que la peau et les os, dà ©couper la chair d’un cheval mort pour la manger. C’à ©tait un squelette qui en dà ©vorait un autre†. Slaves were forced to respect the laws even if they had to undergo tyrannical treatments. Nagapen argues, â€Å"les maitres s’arrogeaient le droit de vie et de mort sur leurs esclaves†. The slaves were granted the right to be baptised by the Articles I and II of the Code-Noir. Besides, they were not allowed to join into matrimony without the permission of their masters. Yet, the ‘Code-Noir’ was somehow useful for the slaves as it provided support for them both physically and morally. The owners were restrained from ill-treating and torturing the slaves. Slaves did not work on Sundays and public holidays. Additionally, they had the right to lodge complains against their owners and that to be done to the ‘procureur- gà ©nà ©ral’ namely Virieux. When he settled on the island, â€Å"he noticed that in no other colony had slaves been treated so well and the reasons for this were that the ‘ruler’ passed ‘wise and enlightened measures’, that whites were nicer towards their slaves than free black slave- owners†. In his study, Karl Noel mentions that slaves did not complain about any laws imposed upon them. In fact, they had no right but only to be obedient towards the law. The type of punishment the slave had to face was decided by the owners. Maroon slaves had to bear harsh consequences than them like their ears being cut or they even faced death. In short, governors like Souillac and Pierre Poivre blamed the unpleasant and dreadful foundation of slavery. Slaves were also in constant struggle towards the laws imposed upon them. Those who could no more tolerate these brutal conditions landed up committing theft, suicide, abortion or even escaping from there. In 1735, the French Governor Labourdonnais started developing Ile de France. Whether under the Dutch rule or French settlement, Ile de France became victim of several threats like starvation. Hence, Labourdonnais introduced staple food like manioc and maize for the slaves. Karl Noel assumed that under the French governance there were less agricultural works but they rather focussed on commerce, industry and warfare.

Antitrust Summary :: Film Review

Antitrust   Ã‚  Ã‚  Ã‚  Ã‚  The movie Antitrust is a movie that does what many technology based movies do today. It exposes the truth about what we can really do with our increasingly advancing technology and how it can affect our lives immensely. In the story of Antitrust the plot evolves around what is called S.Y.N.A.P.S.E., which represents what will â€Å"Transform the way people communicate.† This new form of communication, due to S.Y.N.A.P.S.E., will be the first satellite delivered global communications system that links simultaneously every communication device in the world. The film addresses various sociological issues and deals with topics relevant to today’s society. The main character, Milo, is an idealistic young computer genius with an artist girlfriend and a bright future. He and his friend, Teddy fantasize about launching a start-up company when he’s recruited by NURV (Never Underestimate Radical Vision), a multi-billion dollar corporation, run by his professional hero, Gary Winston. Winston takes a personal interest in Milo. Little to Milo’s knowledge, Winston has ulterior motives. He needs his brilliance to stay ahead of the field in the race for convergence. â€Å"There is no second place,† Winston implants in his employees as a motivator. For Milo it’s a dream come true, a chance to become a legend in his own right. It’s hard to disappoint Teddy, but their offer is too good to refuse. With a talented new colleague, Milo is soon caught up in the exciting challenge of realizing Winston’s vision. Winston is an inspired mentor and no problem remains unsolved for long, but new developments are brought to Milo with such speed and frequency, he begins to doubt their source.

Business: Luxury Good and Competitive Advantage Essay

5. What is Coach’s strategy to compete in the ladies handbag and leather accessories industry? Has the company’s competitive strategy yielded a sustainable competitive advantage? If so, has that advantage translated into superior financial and market performance? A business strategy refers to the means by which it sets out to achieve its desired objectives and goals. Coach’s competitive strategy deals exclusively with management’s game plan for competing successfully and securing a competitive advantage over rivals Michael Kors, Salvatore Ferragamo, Prada, Giorgio Armani, Dolce & Gabbana, and Versace. The different types of strategies used by these companies include, but are not limited to, low-cost provider strategies, differentiation strategies, focused low-cost and differentiation strategies, and best-cost provider strategies. Coach Inc. ’s strategy that created the accessible luxury market in ladies handbags made it among the best-known luxury brands in North America and Asia and had allowed its sales to grow at an annual rate of 20 percent between 2000 and 2011, reaching $4. 2 billion. The company’s strategy focuses on five key initiatives. First, Coach built a market share in North America by 15 new full- price retail stores and 25 factory outlets. They have built a market share in Japan through the addition of 15 new locations. Coach seeks to raise brand awareness and build share in underpenetrated markets, including Europe and South America, and Asia, with 30 new locations planned in the region. It also looks to increase sales of products targeted towards men by offering dual gender lines. Lastly, Coach raised brand awareness and built market share through coach. com, global e-commerce sites, and social networking initiatives. Coach Inc. implements various advertising strategies, marketing strategies, sourcing strategies, and differentiation strategies, etc. Coach’s strategy, which focused on matching key luxury rivals in quality and styling while beating them on price by 50 percent or more, yielded a competitive advantage in attracting middle-income consumers desiring the taste of luxury, but also affluent and wealthy consumers with the means to spend more money. Another distinctive element was its multichannel distribution model, which included indirect wholesale sales to third-party retailers but focused primarily on direct-to-consumer sales. Coach appears to be using the best-cost provider strategy because it gives customers more value for their money while satisfying buyer expectations on key quality features, performance and service attributes. For example Coach uses attractive pricing to enable it to appeal to consumers who would not normally consider luxury brands, while the quality and styling of its products were sufficient to satisfy luxury consumers. Coach has the ability to do this through its factory outlet stores and its prices are way below the price of its competitors. Coach also displays differentiation by offering distinctive, easily recognizable luxury products that are extremely well made and provide excellent value. Coach has a unique approach to its differentiation. Each quarter, major consumer research is undertaken to define product trends, selection, and consumer desires. Monthly product launches enhance the company’s voguish image and give consumers reason to make purchases. They also use frequent product introductions because consumers always want the newest items and fashions. Coach sought to make consumer service experience an additional differentiating factor. It has agreed to refurbish or replace damaged handbags, regardless of the age of the bag. Through the company’s Special Request, customers were allowed to order merchandise for home delivery. Overall Coach displays a great mix of low cost and differentiation. A sustainable competitive advantage refers to a long-term competitive advantage that is not easily duplicable or surpassable by the competitors. Coach’s competitive advantage has proven to yield a sustainable competitive advantage. When it comes to anticipating fashion trends, Coach has 1 / 3 proven to be successful. Each year Coach interviews its customers through Internet questionnaires, phone surveys, and face-to-face encounters with shoppers at its stores. Such intense market research has helped Coach executives spot trends well before its competitors. This in turn has helped it to extend the brand far beyond the leather bags that long were its trademark and into watches, accessories, cosmetic cases, key fobs, belts, electronic accessories, gloves, hats, scarves, business cases, luggage, eyewear, fragrance, and clothing. According to the case study and further research, sales have grown an average of 29% over each of the past three years, fueling a strong 63% averaged return on invested capital during the same period. Currently Coach is a leading American marketer of fine accessories and gifts for women and men. Its sustainable competitive advantage is a result of employee engagement, supply chain capabilities, environmental conservation, and community. Coach seeks to hire and train the best employees in a supportive and engaging environment. Coach collaborates with their raw material suppliers and manufacturing partners. Coach continues to improve the way it makes it products in order to protect the resources of the environment. Coach also supports the local communities in which they operate. Results show that Coach has increased its net sales from $3,230,468 to $4,158,507, its market share increased by nearly 6%, and its common stock price is $60, which is a result of superior financial and market performance. 6. What are the strengths and weaknesses of Coach Inc.? What competencies and capabilities does it have that its chief rivals don’t have? What new market opportunities does Coach have? What threats do you see to the company’s future well being? Coach has many strengths and weaknesses. Coach strengths include its wide range of accessories such as its handbags, watches, accessories, cosmetic cases, key fobs, belts, electronic accessories, gloves, hats, scarves, business cases, luggage, eyewear, fragrance, and clothing. It is the leading luxury leather goods company in the United States, with expansion in Japan, China, and Asia. Coach has developed a respected reputation by providing their customers with quality products and its 70+ years of being in business. They do a great job of advertising through press releases, catalogs, internet, and shopping centers. Coach has a larger range of pricing which attracts lower income consumers and wealthier consumers. They also allow their products to be sold at stores (department and full price stores) and online. Coach prides themselves on creating customer value. However, Coach also displays weaknesses as well. They have a limited selection for men and a poor inventory turnover rate. Coach has no direct announcements to the public about the promotion of new products. Their new products first sell at full price which keeps the lower income consumers away. This could lead to the problem of selling more at their outlet stores versus their full price stores. Currently Coach relies on the United States, Japan, and Canada for the majority of its sales by not fully expanding into other countries. A core competency refers to a defining capability or advantage that distinguishes an enterprise from its competitors. Coach believes that external coaching and leadership workshops are powerful tools in increasing a leader’s awareness and insight on their management approach, which leads to core competencies and capabilities. Coach has the skill and expertise to create unique and differentiated luxury items at a lower cost than its competitors. It also has valuable physical assets, human assets, organizational assets, intangible assets, and alliances and cooperative ventures. All of these resources and capabilities are valuable, rare, hard to copy, and non-substitutable. Some of the defining characteristics that distinguish Coach from its competitors include its wide selection of luxury items, its low cost strategy, store location (outlet and full price), advertising, online shopping, meeting customer desires, superior value and quality, its direct-to-consumer channels and indirect channels, 970 wholesale locations in the United States and Canada, specialty retailers in 18 countries, and its relationships with consumers (customer loyalty). Coach’s strategy, which focused on matching key luxury rivals in quality and styling while beating them on price by 50 percent or more, yielded a competitive advantage in attracting middle-income consumers desiring the taste of luxury, but also affluent and wealthy consumers with the means to spend more money. Another 2 / 3 distinctive element was its multichannel distribution model, which included indirect wholesale sales to third-party retailers but focused primarily on direct-to-consumer sales. Coach has many new opportunities in its market of luxury goods. It has a high potential for increased sales with new product lines. The promotion in other countries can bring awareness to the brand and company. Its pricing can attract more customers because of the lower priced items compared to its competitors. Its online option of purchasing will increase as technology increases. Coach also has the opportunity to increase the number of stores in North America, expand stores in other countries, and use its flexible dependency on suppliers. However, Coach also faces numerous threats. There is always the threat of rivalry, competition, and substitutes in the luxury market. One of the major threats is counterfeit products and the economic downturn in the United States. Young adults and teens often go through phases of fashion and may later chose a different brand other than Coach. Coach faces exchange rate risks if they enter new foreign markets. Lastly there is a threat of not having enough stores around the world which could hurt the consumer market. These threats could hurt the well-being of the company, but its strengths and opportunities seem to outweigh them for the time being.

The Ladder At Leadership Toward Transpersonal Leadership

The Ladder to Leadership: Toward Transpersonal Leadership Writing about leadership is a challenge. It is a challenge that sets us in a difficult situation. Why? Because most people talk and know, or believe to know, about leadership. We must, or better, we need to admit that one of the biggest problems to describe Transpersonal Leadership and The Ladder to Leadership was to write the first paragraph. We debated among several beliefs: the meaning of leadership, are leaders born or do they learn to be? Should Hitler and Jesus Christ be considered, similarly, leaders? These issues brought to our minds philosophical and practical contradictions. It was like saying that apples and pears belong to the same tree. Writing about leadership, in the first paragraph, was the result of the free flow, without directionality, of our conscious. However, we found that this conscious’ free flowing was desirable, especially because it helped us to understand what is leadership about, and what experiences we needed to consider to make leadership in the next paragraphs easily comprehensible. We understood that there is not no-directionality. We found that the no directionality has to do with an adductive process, which, in our minds, moved us to confront amazing, and sometimes illogical events related to leadership, with day to day - local and international, personally or vicariously perceived - events that leaders have starred, or are starring. Transpersonal Leadership and The Ladder toShow MoreRelatedCompassion Fatigue9142 Words   |  37 Pagessickest patients in the hospital, the very critical care unit†. Generally speaking, the encounters with work stress had a negative impact on the nurses’ ability to provide care. They described feeling angry and displaying uncaring attitudes toward the patients. However, many described feeling a sense of accomplishment if they had been successful in coping with the work stress or if they felt that the nursing care provided had a positive impact on patient outcomes. Read MoreDeveloping Management Skills404131 Words   |  1617 Pages3 THE CRITICAL ROLE OF MANAGEMENT SKILLS The Importance of Competent Managers 6 The Skills of Effective Managers 7 Essential Management Skills 8 What Are Management Skills? 9 Improving Management Skills 12 An Approach to Skill Development 13 Leadership and Management 16 Contents of the Book 18 Organization of the Book 19 Practice and Application 21 Diversity and Individual Differences 21 Summary 23 SUPPLEMENTARY MATERIAL 24 Diagnostic Survey and Exercises 24 Personal Assessment of Management