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CLA 1101 Lecture Notes - Lecture 3: Palencia

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School
University of Ottawa
Department
Classical Studies
Course
CLA 1101
Professor
Richard Burgess

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Document Summary

January 14th, 2014: greek world for their kind of king = tyranno = w an s latin version. 750-725 about the beginning of the city of rome. (building walls = palentine: most buildings of timber + batch woods. Rome controls about 7km land (10 years later?) They want to expand from their city, 200 years for rome to expand off the palentine and towards (550) it"s become a large + complex city like the ones in curia and greece. Market place in the low forum where the water used to be, drainage system, central meeting halls (curia) = our modern senate house, a palace, and a unified religious practice where many are different than the etruscans and greeks. Trade can now happen africa, south france, etc.

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Related Questions

In the article by David Barboza, How China Built ‘iPhone, NY Times, December 29, 2016, to win Apple’s contract manufacturer after the first iPhone rolled out, many Chinese governments did the following:
a. Officials from various regions camped out at hotels in Zhengzhou, where Foxconn had its main operations.
b. Zhengzhou created a special economic zone for the project and provided a $250 million loan to Apple.
c. The Shenzhen government saw the factory as a huge opportunity for development in an area that had been bypassed by China’s boom, and officials wanted to rebrand a place derided as a source of migrant laborers and unfairly tarnished as a land of thieves and counterfeiters.
d. The Zhengzhou government also pledged to spend more than $10 billion to build a new airport, just a few miles away from the factory.
e. Zhengzhou City officials lavished money and favorable investment terms on Foxconn, and they promised discounted energy and transportation costs, lower social insurance payments, and more than $1.5 billion in grants for the construction of factories and dormitories that could house hundreds of thousands of workers.



In the article by David Barboza, An iPhone’s Journey, From the Factory Floor to the Retail Store, NY Times, December 29, 2016, the factory that builds iPhone is described as all the following, except
a. The operation does what is called F.A.T.P., or final assembly, testing and packaging.
b. Roughly 350 iPhones can be produced each minute in the factory of Foxconn, Zhengzhou.
c. There are 94 production lines at the Zhengzhou manufacturing site, and it takes about 400 steps to assemble the iPhone, including polishing, soldering, drilling and fitting screws.
d. After the iPhone rolls off the assembly line, it is placed in a sleek white fiberboard box, wrapped and put on a wooden pallet, and then wheeled out to waiting trucks.
e. Foxconn’s facilities in Zhengzhou cover 2.2 square miles and can employ up to 350,000 workers, many of whom earn about a third of the minimum wage of NY workers.


In the article by Matthew Campbell, Is Emirates Airline Running Out of Sky? BloombergBusinessweek, ‎January‎ ‎05‎, ‎2017‎, Emirates’ superconnector model faces which of the following challenges?
a. In Istanbul, an airport that may be as large as Dubai World Central is under construction and could eventually allow Turkish Airlines to become a global challenger.
b. In Beijing, Shanghai, and Guangzhou, the major Chinese airlines are using the same geographic advantages to expand, as the passengers from Europe and America are directed to the Chinese cities then redirect them to their destinations in Asia or other parts of the world.
c. The superconnector model itself might fall apart, as the proliferation of lighter, fuel-efficient jets such as the Boeing 787 are making maximum long-haul routes which are less than 4,000 nautical miles between smaller cities economical, reducing the role for megahubs of all stripes.
d. Qantas airlines is using the same geographic advantages to expand, cloning the “superconnector” model pioneered in Dubai.
e. United Airlines use its hubs in Denver and Chicago as superconnector model, and its strategy works out very well.



In the article by Matthew Campbell, Is Emirates Airline Running Out of Sky? BloombergBusinessweek, ‎January‎ ‎05‎, ‎2017‎, the major international hurdles may include the following:
a. The bigger threat may lie in the U.S., the world’s most lucrative travel market, where Emirates has been expanding aggressively, and in China, the world fastest growing air travel market.
b. The challenges from around the world major markets claim that Emirates make the world less hospitable.
c. The U.S. Big Three are intensifying a lobbying campaign against Emirates.
d. The major Europe airlines argue that deep-pocketed foreigners are threatening local jobs by flooding the market with subsidized capacity.
e. The U.S. airlines, including Big Three, JetBlue and Alaska Airlines are lobbying against Emirates and many other foreign airlines, seeking to curtail their access to American airports unless “unfair subsidies” are eliminated.



In the article by David Barboza, How China Built ‘iPhone, NY Times, December 29, 2016, Apple has experienced the following with the Chinese regulators and authorities:
a. Apple is now engaged in the corporate version of shuttle diplomacy with Mr. Trump in New York, part of an effort to gain support from the incoming administration.
b. The Chinese authorities fined the technology giant for failure to fully pay its taxes.
c. Apple’s Cook will be on good-will tour in China in the near future to mend its relationships with the Chinese authority.
d. Regulators shut down Apple’s Store last spring, just six months after the services were introduced in China.
e. Apple went through a national security review in China for the iPhone 7, delaying its release in the country.

Please read this article. It discusses foreign currency issues for the Euro. Please elaborate and explain your thoughts on the article below.

The wisdom in the eurozone is that if the European Central Bank would only follow the lead of the Federal Reserve and move to far more aggressive monetary policy, which it is now doing, all will be hunky-dory.
Of course, drenching the single currency area in euros will help, and make it easier for banks to lend again.
It is also a brave act for the ECB’s Italian president, Mario Draghi. His promise to expand the balance sheet of the ECB by €1trillion flies in the face of historic German concerns about overexuberant monetary policy and the horrors of the Weimar Republic.
The bigger question, however, is whether the source of the eurozone’s problems is simply a lack of credit, or is it more deeply rooted?
Many euroland economies simply are loaded down with too much debt. The ‘troika’ solution offered by the IMF, European Commission and ECB to this has been austerity. But still the debt levels rise.
Even the IMF’s own internal monitoring group has questioned the wisdom of the policy. The traditional solution for countries in trouble are the double ‘D’ approach – devaluation and default. The first is impossible in a single currency area unless nations drop out, as happened in 1993 when the euro predecessor, the European Monetary System, fell-apart.
That leaves the eurozone with default. It sound horrible and irresponsible, but as Harvard’s Benjamin Friedman recently observed, the debt of the 18 countries in the single currency region is more akin to American municipal bonds, rather than national debt. And managed defaults of American state and city debt have long been a feature of the landscape.
Official Greek debt could, for instance, be restructured so that payments could be stretched out over far longer time horizons and the coupons paid slashed. This was how the Latin American debt crisis in the 1980s, and some of the problems in East Asia a decade later, were fixed.
Standing in the way of such radical answers is Germany with its economic absolutes. Sometimes, however, German leaders choose to forget the fiscal history that they want to bury. In the 1930s it essentially defaulted on debts built up in the First World War and as a result of reparations.
At the London Debt Conference in 1953, the amount of debt Germany built up before, during and after the Second World War was halved and payment of principal suspended for five years and drawn out over 30 years to give a recovering and rebuilding economy breathing space.
That is the kind of precedent that Germany should be looking at now instead of insisting on hardship among its neighbours. It could also refrain from winding up friends by discouraging Brussels from presenting the UK with bills for £1.7billion in the knowledge that it would be a huge political embarrassment.
It is only by sleight of hand that the invoice has been halved.
Peace talk
The notion that Standard Chartered’s woes stem from the fact it was unfairly targeted by New York regulators is poppycock. The 29 per cent decline in the bank’s share price this year is representative of a much deeper malaise.
So far Standard Chartered has paid £400million in fines, in two tranches, to US enforcers, the most recent for failing to fix problems first identified in 2012: not smart.
Badly treated? Not if compared to BNP Paribas that had to stump up £5.5billion. As for the idea that foreign banks have been singled out – that also is ill-informed. Fines levied on JP Morgan Chase and Bank of America Merrill Lynch have been in the tens of billions of pounds.
One person who is certainly not taking Standard Chartered’s sliding reputation for granted is chairman Sir John Peace. He admitted to investors in Singapore, home to its largest shareholder Temasek with 17.7 per cent, that it was too complex and ‘too bureaucratic’ and takes too long to make decisions.
One critical action still pending is the removal of chief executive Peter Sands, who sought to brush aside charges of Iranian sanctions-busting and now has presided over a series of profits warnings. Temasek this week expressed its unanimous support for ‘Peter and John’. Football fans will recognise the significance of that.
Slow coach
No one can question the determination of the Financial Conduct Authority to punish market offenders. But the speed at which it and the British courts deliver financial justice is farcical.
Julian Rifat, of hedge fund Moore Capital, was arrested on insider trading charges in 2010 but it was only yesterday that he was convicted of a £250,000 conspiracy as part of the Tabernula investigation involving six others.
Now we have another two month wait for sentencing.
The FCA says the probe was ‘painstaking’ but that is no excuse for a lethargic process.

Corporate Saint #1

AARON FUERSTEIN

For many years, Mr. Feuerststein’s family has owned a clothing manufacturing business

in Methuen, Massachusetts. In 1995, the factory building burned down. He immediately

commenced to rebuild the factory and, in the interim, fully paid the worker’s salaries and

benefits, increasing the amount of his debt in order to do so.

Unfortunately not all fairy tales have a happy ending. Although the final script has

yet to be written on Mr. Feuerstein’s business, he did have to file bankruptcy. The

costs in rebuilding the factory and not being aggressive in marketing his products caused

him to get into financial trouble. He stated that he did not attribute his financial

problems to his employees. His company is now out of bankruptcy, but it is owned

by the creditors. Mr. Feuerstein is trying to raise capital in order to buy back the

company and he is optimistic about his chances of succeeding.

Compare Mr. Feuerstein’s attitude to the attitude of executives at Enron, Tyco,

Worldcom, Global Crossing and Adelphia Communications. While in real terms the

minimum wage has declined, the pay of corporate executives increased 571% between

1990 and 2000 (five times the rate at which corporate profits increased—a fact that

should outrage shareholders). Had the minimum wage increased at a similar rate it would

now be over $25 per hour. Aaron Feuerstein is the antithesis of the CEOs who in the

name of the bottom line throw 40,000 workers out on the street—and then take an

increase in their already obscene salaries. As of the mid 1990’s, American executives

were paid at a rate that is 140 times that of the average worker.

Corporate Saint #2

OJAI VALLEY INN & SPA

“FROM BELLHOPS TO BUILDERS”

In May, 2003, a major 16-month renovation forced this luxury resort to shut-down two-

thirds of its rooms. This would have resulted in layoffs for half of its 600 employees.

Instead, the management decided to retrain willing workers as carpenters, painters,

electricians, tile setters and drywall installers, saving about 150 jobs. The training

program was performed mainly in-house, and all the trainees were state certified in safety

procedures. The hotel spent about $1-million in the retraining.

Some of the employees have been with the hotel 40 years; the average tenure is eight

years, which is unusually high for the hospitality industry. The resort felt that preserving

that experience and loyalty was important. They feel that there are lots of fine hotels

around, but guests come to them because of the employees. “Employees are the most

important part of a hotel, because this really is a people business”.

Every employee was given a chance to take part. No one who wanted to learn the new

skills was turned away. “This helps build on that mutual benefit contract… and

was a solution to keep their best workers on the payroll without being a total financial

drain on the hotel” said Alec Levenson, labor economist and a professor at USC’s Center

for Effective Organizations. Ojai is a small community with a population of 8,000 and the

hotel is the biggest employer and it would be hard for them to find other employment

locally.

The retrained workers are being used only for renovation work, such as plastering,

painting and tearing out old sinks. A contractor with his own crew is handling the new

construction. However, that doesn‘t mean that the retrained workers feel like a lower

class of laborers. The esprit de corps is so high that they have designed T-shirts

proclaiming “Building a Better Shang-ri La.”

The Los Angeles Time, December 22, 2003

Corporate Saint #3

TIMBERLAND

Jonathan Swartz, C.E.O. of Timberland, believes that in order to equip people to make a

difference in the world, we must insist that doing well and doing good are one and the

same. He serves on President Bush’s taskforce on national service and has instituted a

program called the Path of Service at his company. Timberland employees are given 40

hours of paid leave each year to perform community service—paint a house, tutor a

student, comfort the elderly. Since Mr. Swartz’s family controls the majority of his

company’s stock (he represents its third generation to head the firm), it is easier for him

to be innovative than it may be for C.E.O.s that have to answer to boards of directors.

The Path of Service program came about because of Mr. Swartz’s personal experience.

In 1989 he provided 50 pairs of boots to a group called City Year, an urban Peace

Corps type of organization, located in Boston. The group invited him to a day of

community service and he was hooked. In addition, Mr. Swartz is also committed to the

concept of tithing and estimates that 10% of his income goes to charity.

Today, Timberland estimated that 5,200 employees have invested more than 170,000

hours in community service in 13 countries. In addition, the company works with

business partners and vendors to arrange regional service events.

Fortune Magazine consistently rates Timberland as one of the best companies in the

country to work for.

Corporate Saint #4

GREYSTON BAKERY

Greyston Bakery is a minority-owned bakery in Yonkers, New York, that has become a

leader in community development and a role model for other socially conscious

businesses.

The bakery actively recruits and hires employees who have had difficulties finding in the

employment in the past. Ex-convicts and drug addicts make up a substantial part of the

employee census.

The bakery is expanding but has committed to remain within southwest Yonkers, the

community where it was created and has grown, and where there is a high concentration

of hard-to-employ individuals.

The profits of the bakery support the Greyston Foundation which includes housing, child

care, health care, a computer learning center, and more.

The bakery empowers its employees by compensating them fairly for their efforts. While

for some employees this salary may not constitute the “living wage”, the bakery

encourages and supports employees who seek outside vocational training, academic

advancement, and professional non-bakery-related enrichment.

Corporate Saint #5

BEN & JERRY’S ICE CREAM

We all know about the fantastic ice cream products sold by Ben & Jerry’s. However,

there is another part of their success story. The two native New Yorker’s, who moved up

to Vermont and started the company, had another mission besides the goals of making the

best ice cream and also creating a profitable company.

Their mission, which they continuously worked towards achieving, included operating

the company in a manner that actively recognizes the central role that business plays in

society by initiating innovative methods to improve the quality of life both nationally and

internationally. They realized that the gap between the rich and the poor is wider than at

anytime since the 1920’s. Another part of their mission was to provide economic

opportunities for those who have been denied them.

As the manufacturing of products creates waste, they worked towards minimizing their

negative effect on the environment. Since the growing of food is overly reliant on the use

of toxic chemicals and other methods that are unsustainable, they support sustainable and

safe methods of food production that reduce environmental degradation, maintain the

productivity of the land over time, and support the economic viability of farms and rural

communities.

Question:What do you think of the idea of Corporate Saints? Is being a Corporate Saint realistic? Is the organization that you are/were apart of operating like a Corporate Saint? Please mention any other organizations that you believe are Corporate Saints.