Screening for Borderline Personality Disorder

Screening for Borderline Personality Disorder BPD Diagnosis Print Screening for Borderline Personality Disorder By Kristalyn Salters-Pedneault, PhD Kristalyn Salters-Pedneault, PhD, is a clinical psychologist and associate professor of psychology at Eastern Connecticut State University. Learn about our editorial policy Kristalyn Salters-Pedneault, PhD Medically reviewed by Medically reviewed by Steven Gans, MD on August 05, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on February 13, 2020 Hero Images / Getty Images More in BPD Diagnosis Treatment Living With BPD Related Conditions There are no specific tests that can diagnose borderline personality disorder  (BPD); however, mental health professionals often use screening instruments to help them identify a particular diagnosis. Here are several common types of screening tools that may be used to diagnose BPD.   The McLean Screening Instrument The McLean Screening Instrument for Borderline Personality Disorder (MSI-BPD) is a commonly used 10-item measure to screen for  BPD.  This measure was developed as a very brief paper-and-pencil test to detect possible BPD in people who are seeking treatment or who have a history of treatment. The MSI-BPD was developed by Dr. Mary Zanarini and her colleagues at McLean Hospital.?? The test consists of 10 items that are based on the Diagnostic and Statistical Manual of Mental Disorders diagnostic criteria for borderline personality disorder. The first eight items of the MSI-BPD represent the first eight DSM-IV/5  diagnostic criteria for BPD, while the last two items assess the final DSM-IV/5 criterion, i.e., the paranoia/dissociation criterion. Scoring of the MSI-BPD Each item is rated as a 1 if it is present and a 0 if it is absent, and items are totaled for possible scores ranging from 0 to 10. A score of 7 has been determined to be a good diagnostic cut-off, meaning that a score of 7 or higher indicates that you are likely to meet criteria for borderline personality disorder. Uses for the MSI-BPD The MSI-BPD is a useful tool for detecting individuals who may have borderline personality features. Preliminary research suggests it may be helpful in detecting BPD in the general population,?? but more studies in community samples are needed. It has shown to be very effective in detecting possible BPD in people who are seeking treatment or who have a history of treatment for mental health problems. Psychometric Properties of the MSI-BPD The MSI-BPD has demonstrated good psychometric properties. It has adequate internal consistency and good test and retest reliability. It has also demonstrated good sensitivity and specificity for detecting borderline personality disorder when a score of 7 is used as a diagnostic cut-off. Structured Clinical Interview for DSM-5 Personality Disorders (SCID-5-PD) This official clinical interview of the American Psychiatric Association (APA) is an update of the Structured Clinical Interview for DSM-IV Axis II Personality Disorders (SCID-II)  but is very similar.?? Your mental health professional may use this screening tool to help find your diagnosis by asking you questions directly related to the criteria for BPD that are listed in the DSM-5. This screening instrument also has an optional self-reporting questionnaire with 108 questions that you, the patient, can answer, but not all clinicians who choose the SCID-5-PD will use this.   Personality Diagnostic Questionnaire, 4th Edition (PDQ-4) This screening test consists of 99 true or false questions that can help screen for different personality disorders, including borderline personality disorder.?? Zanarini Rating Scale for Borderline Personality Disorder (ZAN-BPD) This tool, also developed by Dr. Mary Zanarini, is used for patients who have already been diagnosed with BPD to see if there have been any changes over time.?? Which Tool Is Best? A recent study using the first three of these screening methods with adolescents and young adults showed that the screening instrument were all equally effective in predicting a diagnosis of BPD.??

Spanish Language Writing Skills

Do Teenagers And Drugs Abuse - 1196 Words

This investigation has been written for those attempting to help drugs users, with the practical aim of aiding them to improve their work with individuals and to develop their services. â€Å"Teenagers and drug abuse† is highly increase day by day. This study will be conducted to identify the cause of the tendency. My investigation will be based on interview and investigation that some people have done and suggest the way to eliminate this dangerous situation. Is has represents a move away from the over – simple view of drugs users as being either motivated – not motivated to stop using drugs (with the implication that only motivated users can be helped) Introduction ‘Research can be†¦show more content†¦Also there is much debate currently over these issues and I find it very interesting. Aims and objectives The aims of this investigation is to identify why teenagers are addicted to drugs and how dangerous they are and different opinion on them and to find out what helps and advice that can be given to young people. Also to know who are the high common drugs used, what the different types of illegal drugs identify the risk, to recommend how the problem can be solve and what Government are doing to help? There are a number of different purposes of research project. The most common ones are: †¢ To review exiting knowledge †¢ To describe some situation or problem †¢ The construction of something novel †¢ Explanation I have chosen to research on â€Å"Teens and Drug which I feel it is a very important issue within the society and their use increasing within young people Over some years, I have seen some young people taking illegal drugs in the UK and all of them know the side effect of it, for this reason alone I feel that it is vital to further into how they affect one s health life and how unsafe they are really are. They way young people are taking illegal is becoming more popular and apparent in many place like secondary school, college and university student. To carry out this investigation successfully both primary and secondary

Spanish Banks In Latin America Free Essays

Abstract The service sector has in the past few decades seen an increase in the integration of global economies. The expansion of Spanish banks into Latin America is a striking example of the degree of globalization and integration of financial markets that is increasingly taking place across the globe. The leading Spanish banks have augmented their presence in Latin America to become the largest foreign institutions in retail banking In view of the above, this paper sheds a light on the process of internationalization with the aim of seeking answers to these questions: What were the motives behind the expansionWhy did Latin America become the target of this expansion and not other European countriesAnd lastly, why did the leading Spanish banks mainly enter Latin American market via acquisitions Based on the analysis, the paper finds that the expansion was partly due to increasing liberalization and deregulation of financial activities and in part, a result of the integration of Spain into the EU. We will write a custom essay sample on Spanish Banks In Latin America or any similar topic only for you Order Now The paper also finds that the motives or the reasons behind the expansion were to increase client base, attain greater investment diversification and to thrive in the competitive globalized business environment. Latin America not only offered good investment opportunities but also provided a solution to the problem of lack of competitiveness that most Spanish banks faced. 1.What were the underlying reasons (or ‘motives’) behind the internationalization of leading Spanish banks in the 1980s and 1990s? The service sector has in the past few decades seen an increase in the integration of global economies. The internationalization of banks is a striking example of the degree of globalization and integration of financial markets that has taken place across the globe (Cardone-Riportella Cazorla-Papis 2001). The massive presence of globalized financial institutions, especially the leading Spanish banks has changed the picture of banking, insurance and pension fund in Latin America (Calderon 2000). Whilst the presence of foreign banks in Latin America is not a new phenomenon, the second half of the 1990s saw the internationalization of leading Spanish banks on an unprecedented scale (Slager 2005). Whereas the expansion process occurred in both periods of the 1980s and 1990s, it was in the 1990s that the degree of internationalization grew significantly (Bejar 2007). Santander first entered Chile in 1978. By 1982, it had already acquired Banco Espanol Chile (Guillen Tschoegl 2000). In 1995 Santander was ranked at position 6 in commercial banking. A further acquisition of Banco Osorno y La Union in 1996 further pushed it to the second position. Its success in the Chilean market is attributed to its superhipoteca, a new mortgage product with aggressive pricing, which allowed the bank to gain 20% of new mortgages (Guillen Tschoegl 2000). Similarly, in Argentina where Citibank and BankBoston had dominated for many years, the two leading Spanish banks, Santander and BBV, acquired some of the most profitable banks. In 1997, Santander acquired Banco Rio de la Plata. On the other hand, BBV acquired Banco de Credito Argentino and Banco Frances (Guillen Tschoegl 2000). But while BBV’s acquisition of Banco Frances was okay, the acquisition of Banco de Credito Argentino was accompanied by many integration problems (Guillen Tschoegl 2000). In Mexico, Citibank was the only foreign bank that was allowed to operate. But with Mexico joining NAFTA in1994, it agreed to permit the operations of North American bank and extended the opening to all member states of the OECD (Guillen Tschoegl 2000). BBV became the first Spanish bank to enter Mexico through the invitation of Probursa. By the late 1990s, it had already established its presence in Mexico with over 335 branches (Guillen Tschoegl 2000). BCH became the second to enter by acquiring Banco Atlantico and Bital. Santander came third in 1997, acquiring 61% of InverMexico and Banco Mexicano (Guillen Tschoegl 2000). Just as it did in Argentina and Chile, these leading Spanish banks also introduced new innovative ideas in Mexico, building a strong depositor base but pursuing different strategies. For example, while BBV introduced ‘libreton’ in 1996, Santander mimicked it by introducing its ‘supercuenta’ (Guillen Tschoegl 2000). BBV had within a few months created more than 460,000 new accounts whereas ‘Santander’ boasted of 240,000 accounts (Guillen Tschoegl 2000). This internationalization is a result of the growing financial liberalization and deregulation. Initially, the banking system in Spain was one of the most regulated in the world with restrictive rules that prevented entry of foreign banks. But in the mid-1970s, there was a significant transformation of Spain from being a politically and economically inward looking country to one that was more open and dynamic (Guillen 2005). The process of financial liberalization and deregulation began. This process of change was speeded up by Spain’s accession to the EU in 1986 (Guillen 2005). Among the chief underlying reasons for expansion into Latin America was the need to increase client base, attain greater investment diversification in the high growth potential areas and the need to thrive in the competitive landscape (Sebastian Hernansanz 2000). The deregulation of the 1980s and Spain’s accession to the EU increased competition in retail banking. Spain’s accession to the European Community in 1986 initiated the process of liberalization and deregulation of the banking sector (Bejar 2007). The deregulation included complete liberalization of interest rates and commissions, new legislations covering pension funds and reforms to the stock market (Parada et al 2009). The process of liberalisation and deregulation was further accelerated with the approval of the Single European Act and Economic Monetary Union which prepared the ground for adoption of the euro within the EU (Bejar 2007). These legislative initiatives had major effects on Spanish bank’s approach and strategy. The leading spanish banks were obliged to transcend their territorial or rather national boundaries in order to increase their competitiveness, diversify their investments and to protect themselves from acquisitions and takeovers by other foreign firms (Bejar 2007). Thus, given the competitive landscape and the need to diversify investments, the leading Spanish banks had to introduce new strategies to retail banking. During that time, the continent of Latin America displayed good investment opportunities. The leading Spanish banks saw a unique opportunity to attain dimensions in Latin America that would provide them with an edge in the demanding international financial markets (Calderon Casilda 2000). Thus the advantages of localization, the low level of banking services in the region and the growing liberalization led to the expansion of Spanish banks into Latin America (Cardone-Riportella Cazorla-Papis 2001). It follows that the decision to expand into Latin America was driven by the need to exploit the favourable financial system environment in the region and to attain greater investment diversification in Latin America. This would enable the Spanish banks to thrive in the competitive globalized business environment a) What issues should firms consider in selecting international markets to enter The factors affecting the decision to internationalize activities may vary with a bank’s chosen entry mode. Whilst determinants such as economic growth and high net interest margin may promote one entry mode, others such as the high concentration in the sector and tax relieves can impact positively on the other structures (Hryckiewicz Kowalewski 2008). Nonetheless, there are certain issues that must be consider when selecting international markets to enter. These can be illustrated clearly with the help of theoretical models. According to the theory of internationalization, companies internationalize value-generating operations based on the advantages derived from such process of internationalization (Slager 2009). The internationalization process materializes through FDI and contributes to value creation if the benefits of using intangible assets across country borders overrun the cost of operating in the foreign market (Rugman 1976). Another model that can explain the decision to expand operations into a foreign market is the Transaction cost theory. Based on the transaction cost theory, the decision to enter a foreign market is determined by acquisition of costs including the cost of managing uncertainty (Williamson 1985). The lack of trust and the presence of uncertainty inform the decisions on whether or not to form alliances, mergers and acquisitions (Bergen et al 1992). Finally, there is the Uppsala model that is often used. According to this model, the focus of internationalization efforts will essentially be on the closer markets due to gradual accumulation of experiential knowledge in these markets which reduces the uncertainty effect (Curci Cardoza 2009). The expansion of these leading Spanish banks into Latin America confirms the predictions of the Uppsala model which views internalization as an incremental commitment based on the accumulation of experiential knowledge in foreign markets. In the 1980s, the re-dimensioning process of the European market had not started yet (Mathieson 2005). Due to increased uncertainty in the Latin American market at the time, banks entered timidly with minimal investments. These Spanish banks thus committed low resources during this period due to the risk involved and given their lack of experiential knowledge in the region. But in the 1990s, the re-dimensioning was already underway and in view of the lesser risk and uncertainty; the Spanish banks began investing in the region by acquiring some of the most profitable banks (Mathieson 2005). Amongst these Spanish banks, the most assertive was Santander primarily due to its strong capital base and previous experience in the region (Guillen Tschoegl 1999). BBV, on the other hand, was at first cautious in investing in the region due to the lack of exposure in the region (Guillen Tschoegl 1999). But later, it increased its investments in the region acquiring a number of profitable banks. This clearly illustrates the benefits of low commitment entry modes and taking time to understand the foreign market before increasing investments. 2. In light of this, why did the leading Spanish banks target Latin America for their international expansion? The international expansion of Spanish banks into Latin America was speeded up by Spain’s accession to the EU (Curci Cardoza 2009). At the time, competition had grown intensely and it had become increasingly difficult to grow business in the saturated domestic markets. With Spain joining the EU in 1986, it generated a new threat as operation in the Spanish market meant head-to-head competition with the well established European firms (Curci Cardoza 2009). The Spanish banks were thus faced with the dilemma of either competing within the domestic markets or expanding and competing in the international markets. But due to the need for investment diversification and the need to thrive in the competitive landscape, the Spanish banks opted to pursue business internationally (Curci Cardoza 2009). However, owing to the lack of substantial capital, it was perceived not viable to expand into other European countries. Thus, as predicted by the Uppsala model, Latin America became the target of this international expansion since it was ‘psychologically’ a closer market (Cardoza et al 2007). With this strategy, the Spanish banks protected themselves from acquisitions and possible takeovers by other European companies (Cardoza et al 2007). On its part, Latin America had instituted neo-liberal reforms that included deregulation, liberalization and economic opening (Curci Cardoza 2009). Retail banking in Latin America was during that time in the process of being regulated and given the low level of penetration of foreign firms and the potentially high margins in the region, it offered great investment opportunities (Curci Cardoza 2009). At the time, potential margins were high and the standards of regulating and supervision were rapidly improving (Bejar 2007). Also, Lati n America lacked enough capital resources and demand for banking services was rapidly rising. In view of these, the leading Spanish banks moved to augment their presence in the region and in less than a decade, these banks had grown from being Spain-only operators to becoming major international players in retail banking. Within a short period of time, these Spanish banks had already achieved the status of multinationals and most importantly, they were accorded the status of key world players in the banking industry (Bejar 2007). Their status was moved from being banks confined within the territories of Spain to becoming major international operators whose initiatives were scrutinized around the entire globe (Bejar 2007). Owing to the success of this internationalization process, these Spanish banks now enjoy a sound reputation and are often regarded as a plus factor in countries that they currently operate in. The expansion of these Spanish banks to Latin America was indeed a stepping stone towards their global growth (Bejar 2007). It is clear from the above as to why the leading Spanish banks targeted Latin America for their expansion. Latin America did not only offer good investment opportunities but the region also provided a solution to the problem of lack of competitiveness that most Spanish banks faced. Why did Spanish banks mainly enter Latin American markets via acquisitionsWhat are the advantages and disadvantages of this approach compared to other possible market entry modes? There are two main modes of market entry into a foreign market: equity and Non equity modes. The non-equity modes include: the export strategy mode that involves direct and indirect exports; and contractual agreement modes which include research and development contracts, co-marketing strategy, and licensing/franchising among others (Peng 2008). The equity modes include joint ventures and partially owned subsidiaries (WOS). A Joint venture entails some form of FDI in which the foreign firm is allowed a certain degree of control of the entity. The advantages of joint ventures include cost and risk sharing (Peng 2008). Another advantage is the access to knowledge about the host country. Joint ventures are also considered more politically acceptable. There are however certain disadvantages to this mode of entry. First, since it involves partners from different background and with different goals, conflicts are inevitable. Secondly, it may be difficult to achieve effective equity and operational control since everything must be negotiated. Finally, the nature of a joint venture does not give the multinational effective control over foreign subsidiary which may be necessary for global coordination (Peng 2008). On the other side, wholly owned subsidiaries can be achieved in two primary ways: establishing ‘Greenfield’ operations or through acquisition which is probably the most important in terms of amount of capital involved (Mullineux Murinde 2003). As we have seen in the present case, the mode of entry used by the Spanish banks to enter Latin America is through acquisitions. The two leading Spanish banks, Santander and Bilbao Vizeaya, had in less than a decade augmented their presence in Latin America through some 20 acquisitions (Cardone-Riportella Cazorla-Papis 2001). The advantages of acquisitions as a mode of entry are that it gives the multinational complete control which leads to better protection of proprietary technology (Mullineux Murinde 2003). Also, acquisitions allows for central coordination of global actions. As pointed out by Tschoegl (2003), foreign firms in the long run end up having no comparative advantage in retail banking. For such reasons, acquisition of domestic banks presents the only noble solution. Through acquisitions, these Spanish banks were able to gain greater comparative advantage in Latin America. On the flip side, however, the risks involved both financially and politically are high. The conspicuous foreignness embodied in this mode of entry may become a target for national sentiments (Peng 2008). Additionally, this mode of entry may be affected by post-acquisition integration problems. Nonetheless, the Spanish banks opted to use acquisitions as a mode of entry as this would give them complete control and allow them to gain share rapidly in the Latin American market. Conclusion The expansion of Spanish banks into Latin America reflects the ongoing globalization and integration of financial markets that is increasingly taking place across the globe. The internationalization of the leading Spanish banks can partly be explained by the growing financial liberalization and deregulation and partly due to Spain’s accession to the EU in 1986. Among the chief underlying reasons for expansion into Latin America was the need to increase client base, attain greater investment diversification in the high growth potential areas and to thrive in the competitive landscape. At the time of the expansion, retail banking in Latin America was in the process of being regulated and the low level of penetration of foreign firms and the potentially high margins in the region offered great investment opportunities. Furthermore, Latin America lacked enough capital resources and demand for banking services was rapidly rising. As such, Latin America not only offered good investment opportunities but also provided a solution to the problem of lack of competitiveness that most Spanish banks faced. This expansion confirms the predictions of the Uppsala model which views internalization as an incremental commitment based on the accumulation of experiential knowledge in foreign markets. (2,558 words) Reference Bejar, R.C., 2007. Internationalization in Latin America: stepping stone to global expansion, BBVA case study. Bergen, M., Dutta, S., and Walker, O., 1992. ‘Agency relationships in marketing, A Curci and Cardoza 45 review of the implications of agency and related theories’. Journal of Marketing, 56: 1–24. Calderon, A., 2000. The Spanish banks’ strategies in Latin America. CEPAL review 70 Cardone-Riportella, C.C and Cazorla-Papis, L., 2001. The internationalization process of Spanish banks: a tale of two times. Cambridge Cardoza, G., Diaz, J., and Angel, A. 2007. ‘Institutional determinants of the Argentinean crisis: A systemic approach’. Latin American Business Review, 7(1): 1?32. Curci, R. and Cardoza, G., 2009. ‘Spanish Foreign Direct Investments in Latin America: Intenaitonalization strategies and financial management practices’. Journal of Comparative International Management, vol. 12 (1), pp.29-46 Guillen, M. 2005. The Rise of Spanish Multinationals: European Business in the Global Economy. Cambridge University Press. Guillen, M.F. and Tschoegl, A.E., 2000. Integrative Case3.2: Spanish banks in Latin America. The Wharton School, University of Pennsylvania Guillen, M.F. and Tschoegl, A.E., 1999. At last the internationalization of retail bankingThe case of the Spanish banks in Latin America. The Wharton School. University of Pennsylvania Heinkel R.L., and Maurice D. L. 1992. ‘The structure of international banking’. Journal of International Money and Finance 16: 251-72. Hryckiewicz, A. and Kowalewski, O., 2008. Economic determinants and entry modes of foreign banks into Central Europe, Goethe University Frankfurt. Mathieson, D.J., 2000. International capital markets: developments, prospects, and key policy issues. International Monetary Fund. mergers and acquisitions in the European financial services market. Mullineux, A.W. and V. Murinde, 2003. ‘Globalization and convergence of banking systems’, in Mullineux, A.W. and V. Murinde, (eds.), Handbook of International Banking. Cheltenham, UK: Edward Elgar. Parada, P., Alemany, L. and Planellas, M., 2009. The internationalization of retail banking: Banco Santander’s journey towards globalization. Elsevier Peng, M.W., 2008. Global strategy. South Western Educational Publishing Rugman, A.M., 1976. ‘Risk reduction by international diversification’. Journal of International Business Studies, 18 (2): 67–88. Sebastian, M. and Hernansanz, C., 2000. The Spanish bank’s strategy in Latin America. BBVA Economics Research Department Slager, A., 2005. Internationalization of banks: strategic patterns and performance. SUERF, Vienna Slager, A.M.H., Banking across borders: internationalization of the world’s largest banks between 1980 and 2000. Erasmus Research Institute of Management Tschoegl, A.E., 1987. ‘International retail banking as a strategy: an assessment’, Journal of International Business Studies, 7(2): 75–80. Williamson, O. 1985. The Economic Institutions of Capitalism. New York, Free Press. 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Muhammad Ali Essays (404 words) - Muhammad Ali,

Muhammad Ali The name Muhammad Ali needs no introduction in the sports industry. This man is a living legend. Ali has accomplished my achievements during an era when African-Americas weren't allowed any opportunities. The career of Cassius Clay began at the age of twelve. After his brand new bike had been stolen at the Louisville Home Show. He wanted to ?whoop? the thieves so badly that he began to take boxing lessons. His first victory was a three round, three-minute split decision match. As he became more dedicated to boxing, Clay advanced to winning six Kentucky Golden Gloves Championships, two National Golden Glove tournaments and two National AAU titles. He won a gold medal at the 1960 Rome Olympics. The career highlight for Cassius Clay was being titled heavyweight champion after his defeating Sonny Liston. Ali contributes to variety of charities and services. ? I am devoting much of his life today healing the human spirit. My chosen path for doing this is my religion. ? quoted Muhammad. He is creating the Muhammad Ali center in his hometown of Louisville, Kentucky. The ultimate goal of the Muhammad Ali center is to inspire everyone everywhere to be the best they can be. It has been a dream of Ali to create a place to share, teach and inspire people to be their best and pursue their dreams. He also lends his name and presence to hunger and poverty relief and supporting education efforts of all kinds. In addition, he promotes adoption and encouraging people to love one another. Once such a turbulent man, Muhammad Ali now has a more peaceful and religious view of life. Religion has taught him that God wants us all to love each other and that love, not hate, is at the heart of God's master plan. ? When I was young, I was a professional boxer. But that's not my ?field? anymore. My most important job now is trying to teach people to treat each other with dignity and respect.? Ali also believes that the next thousand years will bring a golden age of tolerance and understanding among all people. Not only has he accomplished amazing goals in his career, but Ali has given back to the community, stood up for his rights, and made effort to teach the world through religion. Muhammad Ali- Cassius Clay is a legend, a role model, and a hero. His influence upon society is extraordinary. Biographies

Tootsie Roll Industries Essays

Tootsie Roll Industries Essays Tootsie Roll Industries Paper Tootsie Roll Industries Paper The report given is about a Chicago based company called Tootsie Roll Industries, Inc. Tootsie Roll Industries is an old company that has been manufacturing and selling candy for more than 110 years and has come a long way after a number of merger and acquisitions to add to the brands’ product line. The company currently operates in 30 countries. However, it is imperative that the company operations should be extended to other countries to make Tootsie Rolls a household name in every country. As an International Business Development Manager of this company, I have suggested expanding the company operations to Pakistan where the consumers look for newer products. And even though the local competition provides candies at lower prices, the lack of quantity and quality of the local candies has made them undesirable for the brand conscious middle and upper class of the country. Moreover, the imported chocolates of the companies Hershey’s, Cadbury, Nestle and Mars can not be afforded often by the lower middle and the middle class who also have desire to consume high quality sweets and chocolates. The report discusses the company operations, target market, brands and core competencies. Then the report presents recommendations about the target country and comprehensively analyses and discusses how and why this country is suitable for expanding the company operations. II. COMPANY ANALYSIS Tootsie Roll Industries is a manufacturer of confectionery in the United States. Its best known products / brands have been Tootsie Rolls which are â€Å"chewy chocolate -flavoured candies† and Tootsie Pops, â€Å"hard candy lollipops filled with chewy chocolate-flavoured Tootsie Rolls†. Along with these, the company has added to its brands by acquiring other confectioners. The company was established in 1896 by an Austriant immigrant called Leo Hirshfield who brought his own recipe when he came to America. He first started to produce Tootsie Rolls in a small store in New York City. In 1917, the company was called The Sweets Company of America, and in 1966, adopted its current name of Tootsie Roll Industries, Inc. Since its inception, the company has expanded by acquiring several famous brands of confections such as Mason Division from Candy Corporation of America, Cellas Confections, The Charms Company, The Warner-Lambert Company (excluding gum mints), Andes Candies, and Concord Confections. â€Å"Tootsie Roll Industries currently markets its brands internationally in Canada, Mexico, and over 30 other countries. The companys heaquarters are located in Chicago. † The company has been operating successfully under the auspices of the married team of 87-year-old chairman and CEO Melvin Gordon and 75-year-old president and COO Ellen Gordon who control 80% of the companys voting power. The company has been known to use the same formula for over 100 years. Its Charms and Tootsie Pops brands make it one of the largest lollipop producers in the world. According to Hoover’s Fact Sheet, Tootsie Roll Industries, Inc. has total of 26 competitors in the confectionary and candy industry in the countries in which it is operating. However, the most important ones are Hershey, Mars and Nestle. Mars is considered to be the industry leader manufacturing high quality and high energy brands such as Twix, Mars, Snickers, Milky Way, MMs, etc. that not only cater to the children but adults of all ages as well. Customers/ Target Market The company mostly targets the children and to some extent the younger population (teenagers) up to the age of 18. However, Tootsie also targets the adults as well for using its products in the offices, meetings, social gatherings, parties, and special occasions so that they become a family product rather than a child’s. Even though, candies and sweets are products that are primarily for the children, the products are used by and popular among all ages both young and old. During the Korean War, Tootsie Rolls was very famous among the armed forces. According to them, Tootsie Rolls reminded them of their country America, and gave them hope and kept them alive during the war. US military has since been a major part of the loyal customers of Tootsie products. Tootsie Rolls has been a nostalgic reminder of home bringing them good memories about their country. Also, the brands such as Charms Family Fun and Child’s Play specifically cater to family occasions such as Halloween and birthday parties. Moreover, they do not cater to any specific income class; hence they are affordable and liked by affluent as well as the middle class. Products and Services The company is basically into manufacturing candies and confectionery industry. Tootsie’s core products are candies and confectionery items such as chocolates, toffees, caramel sweets, bubble gums, lollipops, jellies, cotton candy, etc. It has added to its original brand of Tootsie Rolls by mergers and acquisitions and has extended its product line and customer base since its inception. Some famous brands manufactured and sold by the company are as follows: 1. Tootsie Rolls Tootsie Rolls was the first product that was produced and sold by Leo Hirshfield in his small shop that brought the company fames. â€Å"Hirshfield hand rolled and wrapped his chewy, chocolate flavored creation and named the candy after his 5-year-old daughter, Clara, whose nickname was Tootsie. Tootsie Roll was the first wrapped penny candy in America. † Today, Tootsie Rolls are produced using the same basic recipe that was used by its creator over a century ago. About 62 million Tootsie Rolls are produced every day. Tootsie Rolls now come in a variety of shapes and sizes.

Causes of the Great Migration (1910-1970)

Causes of the Great Migration (1910-1970) Between 1910 and 1970, an estimated six million African-Americans migrated from southern states to northern and Midwestern cities. Attempting to escape racism and  Jim Crow  laws of the South, African-Americans found work in northern and western steel mills, tanneries, and railroad companies.   During the first wave of the Great Migration, African-Americans settled in urban areas such as New York, Pittsburgh, Chicago and Detroit. However, by the onset of World War II, African-Americans were also migrating to cities in California such as Los Angeles, Oakland and San Francisco as well as Washingtons Portland and Seattle. Harlem Renaissance leader Alain Leroy Locke  argued in his essay, â€Å"The New Negro,† that â€Å"the wash and rush of this human tide on the beach line of the Northern city centers is to be explained primarily in terms of a new vision of opportunity, of social and economic freedom, of a spirit to seize, even in the face of an extortionate and heavy toll, a chance for the improvement of conditions. With each successive wave of it, the movement of the Negro becomes more and more a mass movement toward the larger and the more democratic chance - in the Negros case a deliberate flight not only form countryside to city, but from medieval America to modern. Disenfranchisement and Jim Crow Laws African-American men were granted the right to vote through the Fifteenth Amendment. However, white Southerners passed legislation that prevented African-American men from exercising this right. By 1908, ten Southern states had rewritten their constitutions restrict voting rights through literacy tests, poll taxes and Grandfather clauses. These state laws would not be overturned until the Civil Rights Act of 1964 was established, granting all Americans the right to vote. In addition to not having the right to vote, African-Americans were relegated to segregation as well. The 1896 Plessy v. Ferguson case made it legal to enforce separate but equal public facilities including public transportation, public schools, restroom facilities and water fountains. Racial Violence African-Americans were subjected to various acts of terror by white Southerners. In particular, the Ku Klux Klan emerged, arguing that only white Christians were entitled to civil rights in the United States. As a result, this group, along with other white supremacist groups murdered African-American men and women by lynching, bombing churches, and also setting fire to homes and property. The Boll Weevil Following the end of slavery in 1865, African-Americans in the South faced an uncertain future. Although the Freedmens Bureau helped to rebuild the South during the Reconstruction period, African-Americans soon found themselves reliant on the same people who were once their owners. African-Americans became sharecroppers, a system in which small farmers rented farm space, supplies and tools to harvest a crop. However, an insect known as the boll weevil damaged crops throughout the south between 1910 and 1920. As a result of the boll weevil’s work, there was less of a demand for agricultural workers, leaving many African-Americans unemployed. World War I and the Demand for Workers When the United States decided to enter World War I, factories in northern and Midwestern cities faced extreme labor shortages for several reasons. First, more than five million men enlisted in the army. Secondly, the United States government halted immigration from European countries. Since many African-Americans in the South had been severely affected by the shortage of agricultural work, they responded to the call of employment agents from cities in the North and Midwest. Agents from various industrial sectors arrived in the South, enticing African-American men and women to migrate north by paying their travel expenses. The demand for workers, incentives from industry agents, better educational and housing options, as well as higher pay, brought many African-Americans from the South. For instance, in Chicago, a man could earn $2.50 per day in a meat packing house or $5.00 per day on an assembly line in Detroit The Black Press Northern African-American newspapers played an important role in the Great Migration. Publications such as the Chicago Defender published train schedules and employment listings to persuade Southern African-Americans to migrate north. News publications such as the Pittsburgh Courier and the Amsterdam News published editorials and cartoons showing the promise of moving from the South to the North. These promises included better education for children, the right to vote, access to various types of employment and improved housing conditions. By reading these incentives along with train schedules and job listings, African-Americans understood the importance of leaving the South.