Pablo Picasso and Guernica

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Pablo Ruiz Picasso was born in Malaga, Spain on October 5, 1881. He was the son of Maria Picasso Lopez and Jose Ruiz Blasco, an artist and teacher at San Telmo school of arts and industrial design. By the age of fifteen, Pablo was already technically skilled in drawing and painting, under the teachings of his father. Picassos highly original style incessantly evolved throughout his long career, escalating the meaning of what art could be.

It was market day in Guernica, when the church bells of Santa Maria echoed the city that afternoon in 17. For over three hours, twenty-five or more of Germanys best-equipped bombers, led by Generalissimo Francisco Franco, dumped one hundred thousand pounds of high-explosive and combustible bombs on the village, slowly and steadily pounding it to rubble. Approximately 1,700 of Guernicas 5,000 residents were killed or wounded. The fires that engulfed the city burned for three days

Eyewitness reports fill the front pages of Paris papers. The 17th-century building at No. 7, rue des Grands-Augustins in Paris where Picasso lived and worked for many years.

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Picasso was startled by the stark black and white photographs. Sickened and infuriated,

Picasso rushed through the crowded streets to his studio, where he quickly sketched the first images for the mural he will eventually call Guernica. Picasso was to paint a mural for the Spanish Pavilion of the 17 Worlds Fair. He did not have inspiration at the time, but he had found it with this event.

Guernica is also full of hidden images and themes. As a result, almost every line and shape in it is meaningful, either in the context of what it represents or what it is concealing. There is a intense, dramatic clashing of light and dark tones and the overhead light sources. The bull stands motionless observing the scene before them. The fallen warrior, in the crucifixion pose, with severed arms, show the agony and pain they felt. In the center, there is a human skull concealed within the body and legs of the wounded horse. The horse has been stabbed by a spear, a symbol representing Picasso-the first four letters of his name mean spear in Spanish. Despite the enormous interest the painting generated in his lifetime, Picasso adamantly refused to explain Guernicas imagery, but if you look at the painting, its not hard to see what he's trying to say.

After the Fair, Guernica toured Europe and Northern America to raise consciousness about the threat of fascism. From the beginning of World War II until 181, Guernica was housed in its temporary home at the Museum of Modern Art in New York, though it makes frequent trips abroad to such places as Munich, Cologne, Stockholm, and even Sao Palo in Brazil. The one place it does not go is Spain. Although Picasso had always intended for the mural to be owned by the Spanish people, he refuses to allow it to travel to Spain until the country enjoys public liberties and democratic

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institutions. People wanted to destroy it; it was so controversial the time. In 17, Pablo

Picasso, the most influential artist of the twentieth century, dies at the age of ninety-two. And when Franco dies in 175, Spain moves closer to its dream of democracy,

After six decades of travel, Guernica now resides at the Museo Nacional Centro de Arte Reina Sofía in Madrid, and officials say it is too fragile ever to travel again.

Guernica is acclaimed as an artistic masterpiece, taking its rightful place among the great Spanish treasures of El Greco, Goya and Velazquez. A lot of people recognize the painting, says art historian Patricia Failing. They may not even know that its a Picasso, but they recognize the image. Its a kind of icon. The citizens of the town of Guernica have installed a ceramic replica of the painting on a wall near the Basque assembly hall. A group of schoolgirls in Guernica, who reported that their town was "famous for football, beautiful boys, the sacred oak, and oh, yes, a painting by Picasso from very long ago." That shows that Picasso's Guernica affects everybody in big and small ways.

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http//www.pbs.org/treasuresoftheworld/a_nav/guernica_nav/main_guerfrm.html

http//web.org.uk/picasso/guernica.html

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ItsYourTurn.com is a unique concept in online games.

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No Java, no Shockwave, no Flash, no downloads

Turn-based games with thousands of human opponents

Players dont have to be logged on at the same time-- choose when you want to play, and who you want to play with

Runs quickly on any browser

MSN TV (WebTV) & set-top box compatible

No Pop-up or Pop-under ads anywhere

Games available include chess, checkers, backgammon, Battleboats, Pente, Go, and Stack4. Over 60 different games and variations.

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Turn-based games with thousands of human opponents

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Players dont have to be logged on at the same time-- choose when you want to play, and who you want to play with

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MSN TV (WebTV) & set-top box compatible

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ItsYourTurn.com is a unique concept in online games.

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No Java, no Shockwave, no Flash, no downloads

Turn-based games with thousands of human opponents

Players dont have to be logged on at the same time-- choose when you want to play, and who you want to play with

Runs quickly on any browser

MSN TV (WebTV) & set-top box compatible

No Pop-up or Pop-under ads anywhere

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Read what our users say about us in unsolicited testimonials.

Go ahead, take a look around. You dont need a userid to check out whos in the waiting room right now, or watch the game sharks in the tournament area.

ItsYourTurn.com is a unique concept in online games.

Its Free! Play for free for months or years if you like (paid membership is optional).

No Java, no Shockwave, no Flash, no downloads

Turn-based games with thousands of human opponents

Players dont have to be logged on at the same time-- choose when you want to play, and who you want to play with

Runs quickly on any browser

MSN TV (WebTV) & set-top box compatible

No Pop-up or Pop-under ads anywhere

Games available include chess, checkers, backgammon, Battleboats, Pente, Go, and Stack4. Over 60 different games and variations.

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Poland has become the leader in Central Europe in attracting foreign investors, attracting about USD 50 billion of foreign direct investment (FDI) since 10, according to the Polish Agency for Foreign Investment (PAIZ). PAIZ estimates that FDI inflows for 001 will reach USD 6-8 billion, depending on the pace of privatization. Large capital surpluses due to FDI and portfolio inflows have caused net official reserves to increase, from 1. billion at the end of 17 to USD 6 billion at the end of 000. Long-term capital inflows are important to cover the current account deficit. According to statistics from PAIZ, as of the end of 000, France was the largest investor in Poland, with a total of USD 7. billion. In second place was the U.S. with USD 7.5 billion and in third place was Germany with USD 5. billion. France Telecom alone invested USD . billion in Poland in 000, which significantly increased Frances total FDI in Poland. U.S. exports to Poland in 000 increased to USD .15 billion, up from USD 1.64 billion in 1.

Most sectors of the Polish economy recorded growth in 000. The best performers were oil products and derivatives, the automobile industry, and the wood and wood products sector. Growth declined in the agriculture, textiles, tobacco, and coal sectors. For the first time since the early 10s the construction sector contracted, although by only 1 percent. A slowdown in growth during the first half of 001 has had an impact on most sectors, although those with higher reliance on exports are in a better situation. Consumer goods and automobile sales have been hard hit by weak domestic demand. Most analysts expect growth will rebound from the second half of 001.

Polands last parliamentary elections were in September 17 when two parties with roots in the Solidarity movement, Solidarity Electoral Action (AWS) and the Freedom Union (UW), won 61 of the 460 seats in the Sejm and formed a coalition government. The majority government was dissolved in June 000 when UW withdrew and five of its ministers resigned; AWS is now a minority government. The platform of the AWS supports privatization and welcomes foreign investment. Looking ahead to the scheduled 001 election, as of July 1, all opinion polls predict a wide margin of victory for the Democratic Left Alliance (SLD). All of Polands major political parties favor foreign investment although they have, at one time or another exhibited some reservations about allowing foreigners to acquire dominant positions in strategic firms and industries being privatized. Polands president, who serves as head of state and can veto legislation passed by parliament, is Aleksander Kwasniewski. He was re-elected in 000 to a second (and final) five-year term.

Provincial and local government can play an important role in facilitating or hindering trade and investment in Poland. There are 16 provinces in Poland. In addition, there are local government bodies at the country and province level.

Opportunities for trade and investment continue to exist across virtually all sectors in Poland. The American Chamber of Commerce in Poland, founded in 11 with seven members, now has more than 00 members. Constant economic growth, the size of the Polish market, and a high level of political stability are the top reasons U.S. and other foreign companies do business in Poland. Most believe that Poland is the best market in Central and Eastern Europe for their products and investments. U.S. companies doing business in Poland face strong foreign competition. Polands domestic industry continues to develop, and sectors that have already privatized are becoming more productive and competitive. American firms interested in entering the Polish market should contact the U.S. Commercial Service office in Warsaw at http//www.cscentraleurope.org/Poland or Warsaw.Office.box@mail.doc.gov.

The CCG is prepared by the U.S. Embassy Warsaw. It is intended to provide general information on economic and political trends and guidelines for doing business in Poland. Trade regulations and legislation in Poland are subject to frequent change. Before making any decisions based on this information, specific agencies and organizations listed in the guide should be contacted.

Country Commercial Guides can be ordered in hard copy or diskette from the National Technical Information Service (NTIS) at (800) 55-NTIS. U.S. exporters seeking general export information/assistance or country-specific commercial information should consult with their nearest Export Assistance Center or the U.S. Department of Commerces Trade Information Center at (800) USA-TRADE, or go to one of the following websites http//www.usatrade.gov or http//www.tradeinfo.doc.gov.

Chapter Economic Trends and Outlook

A. Major Trends and Outlook

Poland has been making steady progress in raising its living standards closer to those in the European Union (EU). Per capita income in Poland (on a purchasing power parity basis) has risen from 1 percent of the average level in the EU in 1 to 40 percent in 000. Nonetheless, it will take decades more for Poland to reach the EU average. A dynamic private sector and generally sound fiscal and monetary policies have produced one of the fastest growing economies in Europe since 14, although growth has slowed in recent years. The large, inefficient agricultural sector (which employs as much as a quarter of the workforce) and numerous loss-making state-owned enterprises have lagged behind the rapidly developing private sector.

Polish society as a whole remains committed to improving Polands macroeconomic fundamentals and further reducing the role that the state plays in the economy. All of Polands post-18 governments (from across the political spectrum) have pursued economic reforms and generally sound fiscal and debt policies. Poland continues to liberalize its trade, foreign exchange, and investment policies in accordance with its obligations to the EU, the World Trade Organization (WTO), and the Organization for Economic Cooperation and Development (OECD). Poland is an applicant for full EU membership, with a target date of 00. The process of harmonizing Polish laws and regulations to those of the EU is driving much of Polands current economic agenda. Even if, and is likely, the 00 target slips by a few years, the legislative and economic reforms will continue to pay off in improved Polish competitiveness and higher living standards, and continue to generate new trade and investment opportunities.

Polands pace of economic growth has declined since 18. The main factors include slower economic growth in western Europe and Russia, high domestic interest rates, and a strong Polish zloty. From 14 to 17, the economy had expanded by over five percent per year in real terms. In 18, the growth rate slipped to 4.8 percent, in 1 to 4.1 percent and in 000 to 4.0 percent; forecasts for 001 are in the range of - percent. In dollar terms, Polands GDP in 000 equaled USD 158 billion, or USD 4,08 per capita. On a purchasing power parity basis, per capita income in Poland increased from USD 8,600 in 1 to USD 8,700 in 000. The private sector accounts for an estimated 70 percent of GDP (including a large gray market), and almost 70 percent of the labor force. After declining for several years through 18, the unemployment rate rose to 1 percent in 1 and 15 percent in 000. With the exception of a slight increase in 1, inflation has been dropping since 10. Annual inflation (on a December-to-December basis) was 8.5 percent in 000 and is expected to drop to 6 percent or lower by the end of 001. As noted further below, Polands most pressing macroeconomic problems are a high fiscal deficit and increasing unemployment.

B. Principal Growth Sectors

Most sectors of the Polish economy recorded growth in 000. The best performers were oil products and derivatives, the automobile industry, and the wood and wood products sector. Growth declined in the agriculture, textiles, tobacco, and coal sectors. For the first time since the early 10s the construction sector contracted in 000, although by only 1 percent.

The slowdown in growth during the first half of 001 has had an impact on most sectors, although those with higher reliance on exports are in a better situation. Consumer goods and automobile sales have been hard hit by weak domestic demand. Most analysts expect growth will rebound from the second half of 001.

C. Government Role in the Economy

Although over the past decade Poland has transformed itself into a private-sector-led market economy, the government continues to play a large role. Government authorities at all levels still impose a bureaucratic burden on private business, although, as described more fully in Chapter 7, the government is taking steps to improve the situation. Approximately one-quarter of the GDP is still produced by the public sector. Poland has privatized nearly all small enterprises, most medium-size enterprises, and is now concentrating on the large enterprises. The government has set itself the goal of privatizing 70 percent of the remaining firms by the end of its four-year term in 001; several large firms, including energy producers and remaining portions of firms in the refining, telecom, and insurance sectors are on the agenda for 001. After these privatizations, the share of GDP generated by the private sector should increase to 85 percent. More problematic are the loss-making industries still in state hands, including the railroad, coal mines, steel mills and defense plants. Although restructuring in these sectors has already begun, with elections looming in 001 the government has not been very aggressive in selling or otherwise transforming these firms.

Taxes in Poland are relatively high VAT rates are zero, three, seven, and percent; the corporate income tax is 6 percent; personal income tax brackets are 1, 0, and 40 percent. The corporate rate will be reduced over the coming years, reaching percent in 004, in a move to improve competitiveness; the fate of reform of personal tax rates after a presidential veto in 1 is not certain. Social program contributions for pensions, disability and unemployment benefits, and health care amount to 48 percent of net wages in aggregate; the employer and the employee each pays a portion of these contributions. The government finances its budget deficit principally from domestic borrowing and privatization revenues. The constitution prohibits the government from borrowing from the NBP.

The progress of Polish economic transformation has occurred in large part due to the generally sound monetary and fiscal policies maintained by a succession of governments since 18. The budget deficit remains a problem, however, and is the main reason monetary authorities have maintained high interest rates. The fiscal deficit has been around three percent of GDP in recent years, although a projected shortfall in tax receipts in 001 has forced the government to cut spending and raise this years deficit to four percent of GDP. The governments goal has been to balance the budget by 00, although this target now appears optimistic.

D. Balance of Payments Situation

Polands current account deficit jumped in 1, reaching 7.5 percent of GDP. Significantly slower import growth has brought the deficit down to more manageable levels, reaching 6. percent in 000 and around five percent as of mid 001. Despite the strong Polish zloty exports grew in 000 by 5 percent, versus import growth of less than two percent. The trade deficit fell to USD 1.1 billion from USD 14.4 billion in 1. With the zloty continuing to remain strong, the deficit is likely to grow in 001.

Poland has attracted about USD 50 billion of FDI since 10, according to the Polish Agency for Foreign Investment (PAIZ). PAIZ estimates that FDI inflows for 001 will reach USD 6-8 billion, depending on the pace of privatization. Large capital surpluses due to FDI and portfolio inflows have caused net official reserves to increase, from USD 1. billion at the end of 17 to USD 6.0 billion at the end of 000. Long-term capital inflows are important to cover the current account deficit.

Poland greatly benefits from the 11 Paris Club and the 14 London Club debt-rescheduling agreements, which roughly cut in half Polands foreign debt. In 15, Poland paid back all IMF drawings.

E. Infrastructure Situation Distribution

Communications, banking, insurance, accounting, and distribution systems are still developing in Poland. Communications services are adequate; modernization should accelerate with further privatization of TPSA (the main provider) and increasing competition in the sector. Internet usage is low compared to U.S. and western European levels, but increasing rapidly. The high cost of telecommunications services, coupled with the continued dominant position of TPSA, have slowed the introduction of new services, including e-commerce. Cellular phone usage is high and service reliable.

Companies establishing branch offices find office space and housing relatively expensive. Foreign companies can acquire small parcels of land without obtaining government permission, but the government has moved slowly in granting permits to acquire large parcels and some companies have complained there still are unnecessary delays in acquiring small parcels. There is a shortage of personnel with training and experience in some fields, particularly in finance, marketing, and human resources.

The banking system is relatively well developed and well regulated. Foreigners control over 80 percent of the banking sectors equity. Banks set their own lending and deposit rates. Interest rates are high (around 17 percent).

The road system is inadequate. The number of cars is more than double the number in 10. There is especially a lack of adequate highways between major cities capable of carrying the increased volume of trucks necessary to the growth of Polands distribution systems. An extensive road network upgrade is planned over the next 10-15 years, but much of this is not even in the design phase. Rural road travel is particularly difficult and very dangerous at night. Polands air and seaports are structurally adequate for receiving and shipping cargo. However, all are in need of expansion and modernization to facilitate the growth of Polands economy. Airport cargo modernization is underway. A restructuring of the rail system is under examination. The existing rail network in Poland is relatively extensive.

F. Regional Economic Integration

Poland is well advanced in its negotiations to become a full member of the EU. Although 00 remains the governments official date for accession, the EU has not formally announced a target. While many chapters in the negotiations have been concluded, the most contentious -- including agriculture and the environment -- remain open. Under the terms of its 1 Association Agreement with the EU, both sides have eliminated customs duties on most industrial products. Poland has free trade agreements with a number of other European countries, as detailed in Chapter 6.

Chapter Political Environment

A. Nature of Political Relationship with the United States

Every post-18 Polish government has been a strong supporter of a continued American military and economic presence in Europe, and has identified membership in NATO, the European Union, and other Western security and economic structures as Polands principal foreign policy priorities. Poland has been a member of NATO and thus a U.S. ally since March 1. Poland has done a superb job as the formal protector of American interests in Iraq since the Gulf War and cooperates closely with the United States on such issues as nuclear non-proliferation, human rights, regional cooperation in Central and Eastern Europe, and reform of the United Nations. Poland served successfully as the Chairman in Office of the Organization for Security and Cooperation in Europe (OSCE) in 18 and chaired the Community of Democracies Initiative (CDI) and hosted CDIs first conference in Warsaw in 000.

From 18 until the closure of the U.S. Agency for International Developments Polish program in 000, Poland was the largest recipient of U.S. assistance to Central and Eastern Europe. Since 18, the U.S. has committed more than USD 4 billion to such areas as debt reduction, privatization, financial stabilization, financial institution building, entrepreneurial training, support for a free press and other democratic institutions, and efforts to improve Polands environment. Until its closeout in 001, the Peace Corps program in Poland was one of the worlds largest.

Polands close cooperation with the United States is reflected in the large number of high-level visits exchanged between the two countries in recent years. President George W. Bush visited Poland as part of his first trip to Europe in June 001 and delivered the keynote foreign policy speech of the trip in Warsaw. In 18, Prime Minister Jerzy Buzek visited Washington and joined President Kwasniewski at the Washington NATO Summit in April 1. Foreign Minister Wladyslaw Bartoszewski visited the U.S. in 000 and 001. In May 001, Deputy Prime Minister and Economy Minister Janusz Steinhoff visited the U.S. Other senior U.S. visitors to Poland since 17 included former President Bush, former President Clinton, Secretaries of State Powell and Albright, Secretary of Defense Cohen, and many Senators and Representatives.

Economic issues are playing an increasingly larger role in the bilateral relationship. A significant issue is the widening differential between tariffs on products originating in the EU and those of U.S. and other non-EU origin. This differential results from the gradual reduction of Polands tariffs on EU products under its Association Agreement with the EU and the unchanging level of MFN tariffs. Most affected thus far are automobiles and electrical generating equipment, which face tariff differentials that U.S. companies fear will price them out of the market. The Polish government, during the visit of President Bush in June 001, agreed to grant tariff reductions to a number of affected U.S. industries. In addition, an open-skies agreement liberalizing airline services between Poland and the U.S. was signed during that visit.

Another issue of considerable significance is the imposition by Poland of a 50 percent European content quota for television broadcasts, which Polish television regulators assert is necessary to meet requirements for EU accession. Protection of intellectual property remains a problem in Poland where piracy rates remain high and enforcement is inadequate. In addition, Poland has in some cases applied phytosanitary standards to agricultural products in ways that effectively result in the creation of non-tariff trade barriers. Poland also seems to apply product certification procedures with much the same result.

B. Major Political Issues Affecting the Business Climate

Leaders of Polands major political parties have repeatedly expressed strong public support for foreign and specifically U.S. investment. Substantial foreign direct investment is considered essential to Polands achieving its overarching goal of raising the standard of living to the levels of Western Europe. Factions in the current governing Solidarity Electoral Action (AWS) and several smaller opposition parties, most notably the Polish Peasant Party (PSL) and the Movement for the Reconstruction of Poland (ROP), oppose liberalization of the sale of land to foreigners, especially Germans. Although all of Polands major political parties at one time or another have exhibited some reservations about allowing foreigners to acquire dominant positions in strategic firms, the current government allows foreign investors to compete for controlling interests in all or most of those strategic firms undergoing privatization. As for trade issues, political parties support for reducing tariff and non-tariff trade barriers varies from the avowedly open-market stance of the Freedom Union (UW) to the generally protectionist position of PSL and the parties of the far right. However, overall, Poland has been lowering trade barriers in accordance with its international obligations to the World Trade Organization. While all major political parties are in favor of Poland joining the EU (which means Poland will have to adjust its laws and regulations to comport with the EUs acquis communautaire), they differ in their level of enthusiasm.

Trade unions are also an element for foreign business to consider. The Polish trade union movement, the engine of the social movement that precipitated communisms collapse in the 180s, has occasionally been problematic for foreign investors, particularly when managers of newly privatized state enterprises have instituted management changes. Resistance has also come from often-bloated middle management in such enterprises. But considering the huge growth and magnitude of U.S. investment, few American investors have encountered significant difficulties with Polish unions.

C. Relations between the Federal Executive and Provincial Leaders

Polands January 1, 1 administrative reform divided the country into 16 provinces (voivodeships) headed by governors (voivodes) appointed by the Prime Minister. Provinces are subdivided into counties (poviats) at the intermediate level, and into municipalities (gminas) at the local level. Every four years the Poles elect local assemblies (Sejmik) at the provincial and county level. Each Sejmik is headed by a Marshall. Polands last local elections were in September 18 and new local elections will take place in 00 unless called earlier. Local government manages public finances, health care, schools, social welfare assistance, and police. It also functions as the owner of local public assets. Local government is financed both from the state budget and from local taxes and fees, which according to the constitution it has the right to determine.

D. Brief Synopsis of the Political System, Schedule for Elections and Orientation of Major Political Parties

Poland is a parliamentary democracy. The Constitution adopted in 17 enhances several key elements of democracy including judicial review and the legislative process, while continuing to guarantee the wide range of civil rights, such as the right to free speech, press, and assembly that Poles have enjoyed since 18.

Poland has a bicameral Parliament, comprised of a Lower House (Sejm) and Upper House (Senate). Within the legislative branch of the government, the Sejm has preeminent power. The Senates authority is limited to amending or delaying legislation passed by the Sejm. Both bodies are elected simultaneously. Elections to the Sejm are proportionate from multi-member districts ranging in size from seven to nineteen deputies. Elections to the Senate are by plurality, from two- to -four-member districts. In Polands September, 17 parliamentary elections, two parties with roots in the Solidarity movement, Solidarity Electoral Action (AWS) and the Freedom Union (UW), won 61 of the 460 seats in the Sejm and formed a coalition government. However, looking ahead to the scheduled September 001 election, in mid-001 all opinion polls predicted a wide margin of victory for the Democratic Left Alliance (SLD). The Parliament is elected to a four-year term, and elections may be called earlier if the government loses a vote of no confidence.

The Polish Prime Minister, who forms a government with a vote of confidence by the Sejm, chairs the Council of Ministers. Jerzy Buzek of the AWS was chosen as Prime Minister in 17. The majority government was dissolved in June 000 when UW withdrew and five of its ministers resigned; AWS is now a minority government. There are 1 cabinet ministers, two of whom serve as Deputy Prime Ministers. Leszek Miller leads the opposition SLD.

Polands President, who serves as the countrys head of state, is Aleksander Kwasniewski, a former member of the pre-18 communist party and founder of the post-18 social democratic SLD. Kwasniewski defeated former Solidarity union leader Lech Walesa in Polands second post war free Presidential election in November 15 and was re-elected in 000 to a second (and final) five-year term. The Polish President is the commander-in-chief of the armed forces and may veto legislation passed by the Parliament. According to the new Constitution, Presidential vetoes can be overturned by a three-fifths vote in the Sejm.

The most influential political parties are

Democratic Left Alliance (SLD) the largest opposition party in the Sejm, the left-of-center SLD is a coalition comprised mostly of successor parties to the communist-era Polish United Workers Party (PZPR) and is headed by former Minister of Internal Affairs Leszek Miller. The partys leadership generally supports liberal economic policies but stresses the importance of cushioning the harsher effects of economic reform.

Civic Platform (PO) a movement, not formally registered as a political party. PO is a center-right grouping established in January 001 by three influential politicians Maciej Plazynski, Marshal of the Sejm, Donald Tusk, Vice Marshal of the Senate, and Andrzej Olechowski, former Minister of Finance and Foreign Affairs (in last years presidential elections he ran second). In a few months they became the second most popular political party in Poland. PO advocates flat taxes, American-style parliamentary elections in single-member districts, and direct election of local government executives.

Solidarity Electoral Action (AWS) the ruling center-right AWS consists of PM Buzeks AWS Social Movement and several smaller parties. Following the defeat of AWS candidate Marian Krzaklewski in the 000 presidential election, AWS faced serious internal tensions. Two of its ministers left AWS in early 001 to join the centrist Civic Platform (PO). The Solidarity Union, forming the core of the AWS minority government, formally disassociated itself from AWS in mid-May. An additional group of AWS politicians led by Justice Minister Lech Kaczynski left AWS in June, and took the name Law and Justice (PiS). AWS won 01 of the Sejms 460 seats in 17. Its platform supports privatization and welcomes foreign investment. Prime Minister Jerzy Buzek leads AWS.

Polish Peasant Party (PSL) headed by former Deputy Prime Minister Jaroslaw Kalinowski. During the communist-era, PSL supported the Communist regime. After 18 the PSL returned to its pre-145 origins as a classic European agrarian party. PSL has tended to advocate statist solutions to the economic problems of rural areas.

Freedom Union (UW) like AWS, UW has its origins in the Solidarity movement. UW pursues a mainly socially liberal, pro-free market course. Its membership is a diverse mix of liberal free-market thinkers, intellectuals, and social activists. The party is led by former Foreign Minister Bronislaw Geremek.

Law and Justice (PiS) established in June 001 from elements of the AWS, PiS is a rightist party led by popular Minister of Justice Lech Kaczynski. PiSs key slogan is public safety and a strong and just society.

Movement for the Reconstruction of Poland (ROP) a rightist, nationalist party headed by former Prime Minister Jan Olszewski. ROP supports lower taxes, but the partys strong populist wing criticizes privatization and foreign investment. ROP has seen a decline of its fortunes in recent years and now has only a few deputies in Parliament. In the September elections ROP will run on a join list with AWS.

Union of Labor (UP) UP bills itself as an ideologically pure social-democratic party advocating a broad social safety net. It is the smallest of the major parties in Poland and had no representation in the 17 parliament. In 001 UP signed an election coalition with SLD, and its candidates planned to run in the 001 election on a joint list with SLD.

Chapter 4 Marketing U.S. Products and Services

A. Distribution and Sales Channels

(1) Regional Nature of Market and Review of Major Regions

Opportunities for doing business in Poland are, like the population, dispersed throughout the country. Twenty-five percent of the population resides in rural areas, and urban dwellers are widely spread among a number of population centers.

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How do you make a nuclear bomb

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The flood took place on the 15th of August but there was a build up to the flood. This meant that the flood turned out much worse than I could have been. Rain had been falling and the weather had been terrible all week. This caused the ground to be saturated before the huge rush of rain. When the ground is saturated any more water that falls will travel as surface run off. This meant that when the huge rush of rain fell on Friday virtually all of the rain fell as surface run off. This increased the flow of water hugely.

On the night of the flood the rain fell at a tremendous rate of 40 mm in a 10 minute period. When there is an extreme amount of rain the intensity is greater than the infiltration rate. Therefore, when the water hits the ground most travels as surface runoff immediately.

One of the main causes of the flood being so effective is because of the following. On

the river that goes through lynmouth there are lots of low bridges and during the flood the river carried down trees and boulders. The trees and boulders got stuck behind the low bridges and formed a small dam. The pressure builds up as more materials get stuck behind the dam until finally breaks sending a huge amount of water down the river, which destroys anything in its path. A series of bridges can cause a huge amount of damage.

All this excess water caused by the saturated soil means that the rivers increase in water and in speed. This makes them dangerous in a flood situation.

Many other reasons for the flood are, the lack of a flood warning system, steep valley sides producing a rapid runoff response and many river tributaries.

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Stuff

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. Mark Twain's literary works have great element and detail in each, which make the accounts of every novel more realistic.Many times throughout the novel "The Adventures of Huckleberry Finn" Twain uses in-depth specifications to create an atmosphere where the reader is essentially living out the events of the story.

The first example of Twain's detail comes in Chapter V, where Huck sees his father sitting in his room."He was most fifty, and he looked it.His hair was long and tangled and greasy, and hung down, and you could see his eyes shining through like he was behind vines.It was all black, no gray; so was his long, mixed-up whiskers.Twain uses Huck to clarify the condition of his father and to further set up the circumstances that Huck faces with Pap. Another example of detail occurs in Chapter VII, where Huck gives details his methods of faking his death and escaping from Pap."Well, at last I pulled out some of my hair, blooded the ax good, and stuck it on the back side, and slung the ax in the corner.Then I took up the pig and held him to my breast with my jacket (so he couldn't drip) till I got a good piece below the house and then dumped him into the river." This use of detail forces the reader to think that Huck actually went over, carried out, and completed his escape plan.

Finally, another example of Twain's use of particular detail transpires in Chapter XVIII, where Huck talks specifically about the Grangerfords and his new home."Col. Grangerford was a gentleman, you see.He was a gentleman all over; and so was his family." As Huck goes into greater depth of the Grangerford family, the reader accepts as true the existence of the family, and the living conditions Huck now has.As you can see, Twains use of intricate detail and realistic situations makes the story of Huck Finn all the more plausible.

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Planned or unplanned organizational change

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Functions of Management Report

This report is an analysis of the four functions of management (planning, organizing, leading, and controlling) and how they are applied to Aventis Pharmaceuticals.The analysis will address how the four functions are applied across three linked levels our Global Systems Management organization, my manager and my own position.

Background

Aventis Pharmaceuticals (Aventis) is a rapidly evolving global organization.It is the eighth largest pharmaceutical company in the world including a significant presence in the United States. Via these and many other smaller mergers Aventis has inherited many information systems that had been used to support research and operations.To manage and eventually merge these many systems Aventis created the Global Systems Management group, comprised of staff from its strategic geographic locations. The team is charged with designing, integrating and managing a unified set of improved information solutions that will facilitate operations and corporate compliance with federal regulations.My supervisor leads the group of managers that coordinate these efforts and my position is one of these managers.My role is a Program Manager, whereas I manage multiple global projects employing cross-functional teams.

Management Functions Aventis Pharmaceuticals

The four management functions apply to my organization in the following ways.

Planning.Planning is a critical step in the Aventis corporate roadmap and focused business model.For the Global Systems Management (GSM) group planning is necessary to ensure technology solutions are available in a timely fashion to continually support new initiatives and ongoing operations.The group plans for new information solutions or changes to existing systems using business impact analysis tools that process risk scenarios against business needs and cost models.This is a meticulous exercise as the pharmaceutical industry is heavily regulated by the US federal government and bound by strict policy and procedure to ensure quality and validation of information systems.Results from the impact analysis is incorporated into the three-year strategic technology plan and also used to realign budget forecasts.

Organizing.Aventis accomplishes organizing by adopting similar models of other pharmaceuticals.At the highest level the organization is structured according to its major geographic locations United States, France, Germany and Asia-Pacific.Peer relationships exist between these locations and a senior management team governs the entire enterprise.The next lower level of organization is by function.Each geographic location supports functional business units for drug research and innovation, commercial operations, industrial operations, and technology operations.Within each of these business units are structured management teams, each accountable for operations and support of the other regional business units.

Leading.Leading is accomplished at Aventis via mentoring and example.Managers are required to attend certain internal training classes that function to raise awareness and spread knowledge about effective leadership.Managers are trained and encouraged to respect their team hierarchies while maintaining high visibility and active involvement in daily operations.Managers and other supervisors actively engage with associates to help resolve issues, encourage dialogues, and participate as part of project teams.

Controlling.Controlling is a critical part of Aventis.As a heavily regulated industry that is subject to frequent audits by the Food and Drug Administration there needs to be sufficient evidence of product and operational quality control available at all times.As an example, Aventis controls its manufacturing processes by adhering to strict environment standards, automated inventory management and extensive associate training and monitoring.Standard Operating Procedures exist for the many information solutions to govern all documents used for FDA drug submissions and the internal audit teams perform routine checks to ensure compliance.

Management Functions - My Manager

The four management functions apply to my supervisor in the following ways.

Planning.My manager accomplishes planning by evaluating upcoming resource needs and preparing for any constraints.He employs project scheduling tools and spreadsheet forecasting forms to best decide priority for projects and what manager should be assigned.

Organizing.My manager uses the power of information technology to maintain a high level of organization.Projects, resources, budgets and schedules are all maintained in a single database.The database is linked with the Aventis email system so as updates about current or planned initiatives are received the information is collected and added.

Leading.My manager is an accomplished leader, repeatedly demonstrating his ability to face difficult issues, work with the team to resolve problems, and be accountable when a wrong decision is made.

Controlling.My manager controls his projects and subordinates by establishing annual and quarterly goals and conducting timely reviews to track progress.The program managers that report into him also are required to submit weekly status reports on assigned engagements and escalate issues when deemed necessary.

Management Functions - My Position

The four management functions apply to my position in the following ways.

Planning.I accomplish planning through the use of budget analysis spreadsheet forms and project scheduling tools such as Microsoft Project.For each project I manage I plan out a specific route for execution and compare that to other scheduled projects to anticipate conflicts or constraints.

Organizing.In my position I remain organized by maintaining consistent and updated documentation about the projects and resources I am managing.All of my projects are organized according to priority and anticipated duration, and shared resources are cross referenced and detailed in a separate matrix.

Leading.I lead my project teams by providing clear direction and establishing realistic goals.I develop sound project schedules and clear documentation to demonstrate that I have the ability to execute and understand and articulate the objectives.

Controlling.All of my projects are tracked with my scheduling tools and my project teams are required to provide weekly status reports for assigned tasks.I control my engagements by facilitating regularly scheduled meetings with focused agendas, allowing a forum to present problems and discuss solutions.

Recommendations

Currently the same management team from US marketing does not always know about what the strategy is with the German marketing team.It is recommended that Aventis improve its organizational management by establishing better communications between like business units from different geographical regions.

The processes my supervisor and I use to track project budgets are antiquated resulting in numerous cost overruns.We should revisit the embedded formulas and revise based on current budget forecasts.

This report showed how important the four management functions are to Aventis and how they are applied at various levels.The organization uses the functions to establish global strategy and define operational boundaries.My supervisor employs the four functions to facilitate the group he controls and manage individuals running the numerous global technology initiatives.In my position I apply planning, organization, leading and controlling to keep my teams and myself balanced and focused while we collectively work to reach our objectives.

Dessler, G. (00) Management Leading people and organizations in the 1st century.[University of Phoenix Custom Edition e-text]. Upper Saddle River, NJ Prentice Hall.

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A students responsibility

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Most people think that work starts when you either turn sixteen and can work in the local grocery market, or when you turn thirty and finally land yourself a career such as a teacher, secretary, lawyer, doctor, etc.However this is very untrue.Work starts at about the age of five.As soon as a young child steps their foot into preschool, nursery school, or kindergarten, they start their first of many years of hard work ahead of them.With thirteen years ahead, they will begin to learn to read, write, do algebra, learn geography, study science, learn how to write proper sentences, etc.

As a student you take on many responsibilities.First you must learn at what pace you need to work at a specific subject, which can take many years of work.Some students learn at a slower or faster pace than others.This can make it hard on the teachers and the other students in the class, therefore it is your responsibility to learn if a specific subject is your weakness or strength.Being in a class with students that learn the material slower than you can be very boring and can take interest away from the class and cause yourself and others to get into unnecessary troubles.At the same time, it can be very frustrating to you if you are in a class that learns the material faster than you.This can cause you to become lost and lose interest which is probably one of the top reasons why students fail a grade or subject.As a student, you also need to be pervasive and hard-working so you can go after what you want to get out of your education.

As a student, responsibility was one of the first qualities I learned.For example, when I was in second grade I had a hard time learning why homework was so important.I never did my assignments, yet I told my parents I did.Finally, one day my teacher called my parents and told them that I have not been doing my homework.My parents then had a talk with me and told me how important homework is."Even though you may not think homework is helping you, it does.It reinforces what you have done in class," my mom said.Ever since I did my best to do my homework and then realized that she was right.One of the best things I ever did was join the soccer team at my middle school.In order to play, you must maintain a passing average (65 or above) to stay in the sport.Because I love soccer so much, I make sure that I do my homework.Being pervasive and hard-working was mostly taught to me through soccer.In order to play in games I must work hard at practice.I use this analogy with school work.In order to pass the test I must work hard in class and on my homework.Success in the classroom is very important to success in your career.If you do not work hard in school, most likely you will not work hard in your career.

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Ho Chi Minh: the Man with a Mission

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When the Italian Renaissance writer and political analyst Niccolò Machiavelli wrote "The Prince", he conceived several principles that a leader should follow if the leader wishes to be successful. Throughout history, these principles have proven to work; one leader that exhibited, but also contradicted some of the traits that Machiavelli believed would make a leader successful is the former ruler of North Vietnam Ho Chi Minh. He was born in central Vietnam to a steadfast revolutionist. As he grew, he attended school, taught at a private institution, traveled to Europe, became a devout Communist, and organized an anti-colonial and Communist group. Through his experience Minh discovered the traits and skills needed to lead a group of people well.

During his travels in Europe, Ho Chi Minh found that the first thing needed to lead a people well is a strong show of patriotism. Ho Chi Minh knew that the only way he would ever achieve his people's freedom would be to think always of his country first. The first thing he did was change his name to Nguyen Ai Quoc, or Nguyen the Patriot. This way, both he and his followers would always know that his country was most important to him. Secondly, Ho Chi Minh decided to go back to Vietnam so that he could gather followers for independence groups that he was hoping to found. These groups would eventually help liberate Vietnam. No matter what, whether he was going over recent goals with his Indochinese Communist Party or discussing strategies with his Vietnam Independence League, or Viet Minh, Ho Chi Minh always was looking out for his country's interests. Machiavelli understood that patriotism was a must for a leader, but it should not hold him back from doing whatever is necessary to maintain power and order.

Also, Minh exhibited a strong love for his followers and subjects. He was always trying to discover the source of his people's sufferings and then fix them. He constantly gave hope to his people even in the direst of situations. One night during the fighting with the French, Ho Chi Minh traveled to one of the base camps near the front line and talked to his soldiers and generals, hoping to give them comfort during the conflict. He never tried to place himself above the people he ruled unless it was absolutely necessary. This is based upon the theory of Communism, where a society has one equal class. Not only was his love and compassion accepted by his followers, but they returned it, and devoted their lives to him and his cause. To show their appreciation and devotion, they gave him the nickname 'Uncle Ho', so that the whole world would know how much they cared for him. Contrary to Ho Chi Minh, Machiavelli believed that it was better for a leader to be feared than loved. He thought that if a leader's followers loved him rather than be afraid of him, they would eventually turn on him whenever it suited them.

Although Ho Chi Minh shows some qualities that Machiavelli does not believe a leader should have, he still shows one trait for which Machiavelli would approve. Ho Chi Minh understands that war was the only way to achieve his goals, and that sometimes, especially in war, it is necessary to sacrifice those that one holds dearest. The willingness to sacrifice the few for the many is the basis of Machiavelli's belief that a leader must not be afraid to kill his enemies, and if necessary his friends. Ho Chi Minh took this strategy and used it against the French and the Americans in the Vietnam War and before. He managed to surround the French at the battle of Dien Bien Phu and the Vietnamese pushed the Americans out of the country at the end of the Vietnam War.

Throughout his leadership, Ho Chi Minh had three main traits that affected his style and his actions. He remained loyal to his country his whole life, he showed compassion and love to his followers, and he was willing to make sacrifices for his cause by going to war. He did not completely comply with Machiavelli's ideal leader, but he still managed to guide a nation through a revolution and earn the love and respect of all he led. Once he said, "A revolutionary is a very sentimental man, and because of his great sentimentality, he becomes a revolutionary."

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