Contract and employment agreement Essay Example | Topics and Well Written Essays - 1000 words

Contract and employment agreement - Essay Example His work was reviewed and at one time, he was told to proofread his work. This means there indeed was an implied contract that meant Barnes was an employee to the company. Since Barnes was discharged, it should be proven that the termination does not amount to wrongful discharge, as the claims by the company’s vice president were informal. Hawk also points out fraudulent inducement, which indeed is exhibited when the company requests Barnes not to resign for another company, and that he might be promoted. Pentrix’s main aim is to keep highly skilled personnel within the company. Diana Gagnon in response to the question, ‘If you were investigating whether Barnes could successfully sue Pentrix, what information would you want to know?’ says she would need several pieces of information to know if Barnes could successfully sue Pentrix. She gives these pieces as; Barnes past performance reviews, copies of the employee handbooks and his signature page, the validi ty of the rumor as stated by Olga Svetlana with regard to the leaked information, and the discharge of the employees. While other points mentioned here may not be substantial, whether the rumor stated by the company’s vice chancellor on the leaking of information is worth an investigation to determine whether it was true or not, and as a result, whether Barnes can successfully sue.

Managing human resources management Essay Example | Topics and Well Written Essays - 2000 words

Managing human resources management - Essay Example Through effective human resource management, employees can contribute effectively to the overall company success and attainment of goals. Human resource management is also responsible for maintaining outstanding associations between employees within the organization. Every employee in an organization has his or her personal goals, and it is the responsibility of human resource management to ensure that the goals of the organization integrate with the individual’s goals. Therefore, this paper will focus on offering recommendations to St-Patrick’s Nursing Home human resource manager on how to eliminate the numerous human resource problems and improve on employee retention. Recruitment and selection are a process that engrosses numerous activities that require a great deal of time. The primary aim of recruitment and selection is to guarantee that the most appropriate individuals with the most appropriate skills are employed by an organization. The health sector is a huge service industry that experiences rapid changes. This makes the recruitment process subject to numerous internal and external factors. The selection results should emanate from a systematic and comprehensive process (Fottler et al, 2007: 32). In planning for recruitment, a human resource practitioner is required to be in apprehension of the wider issues that involve the recruitment process. When planning the recruitment of people in the health organization, it is imperative to identify the requirements of a job (Fottler et al, 2010: 45). The staffing needs are articulated in the job analysis. A job analysis is a purposeful and systematic process that offers significant, descriptive information on the job vacancy (Durai, 2010: 77). This analysis offers a broken down evaluation of different components of the job. This analysis also gives the basis of the functions of the personnel (Fottler et al, 2007: 56). Needless to say, this analysis can work best

Brewery industry in Europe Roay Unibrew Analysis

Brewery industry in Europe Roay Unibrew Analysis CHAPTER 1: INTRODUCTION Overview This paper consists of seven chapters: Chapter 1 explains the aim of the given topic, describes the brewery industry in Europe, and focuses the development of the brewery industry and polish economy after the fall of a communism in 1989 In chapter 2 I decided to present a theoretical background of the strategy and macro-environment theory Chapter 3 focuses the research methodology and approach that was taken in order to analyse it Chapter 4 describes the market analysis, and shortly considers the competition Chapter 5 is about the internal analysis of Royal Unibrew Poland. It presents strategy of the company, its mission and vision of the development. Marketing mix was taken into consideration as well. Chapter 6 was devoted to the analysis of the gathered data And in chapter 7 there are presented conclusions and recommendations for the future Topic and purpose of thesis Strategy is an incremental part of every company, and its success depends mainly on the way it is developed and implemented. Expansion to the foreign markets requires long-term planning and thus good preparation. These factors influence the companys current and future position on the chosen market. The aim of my thesis is to prove that well-developed strategy is the main key to success in expansion to the foreign markets, and it will be based on the case of the polish branch of the Dutch brewery company, Royal Unibrew. Royal Unibrew entered the polish market in 1995, and since this year it has become one of the leading beer producers in Poland. This country has become an opportunity for the foreign investors after the fall of the communism in 1989. Royal Unibrew decided to wait a few years until the polish economy stabilizes, then entered the brewery market and invested in its significant brands. Its further successes were supported by the well-derived strategy, acquaintance with the polish culture, potential customers needs, and rules of the new market. Strategies vary along with the cultures and Case of Royal Unibrew investing in Poland is a great example of the successful foreign investment, which required a clear vision of the companys long-term future, supported by a lot of effort, budget, and experience of the management. Strategy plays here a very important role, and therefore it is considered in the topic of this thesis. Strategy is a part of the vision. is a part of the strategy. Therefore implementation of the strategy Why is the strategy so important for the company? Why is the strategy so important? There is no victory without a good plan of campaign. Strategy is a long-term plan, connected with the current and future position in the environment, and consistent action plan, which helps achieve the goal that has been set earlier. It differentiates one company from another, and separates winners and losers. However, the company cannot focus too much or too less on its vision, because the result may be tragic, for example it influences board problems in personnel, quality, or poor productivity. If we ask any manager about vision of the strategy, he or she is going to give a broad range of different solutions, in order to make person understand difference between corporate strategy and operational planning. Companies Strategy as a determinant of business success in the expansion to the foreign markets : The brewery industry market in Europe and CEE Main players on the market Brewery industry is one the most developing branches in the world. Constantly increasing beer consumption, changing habits of the consumers often looking for the low percentage beers and the developing technology have a strong influence on the further development of the beer industry. European market is rich in different brewery brands, and it is the region, where beer is mostly consumed in the world (http://www.entrepreneur.com/tradejournals/article/163751154.html ). However, their position on the market depends on the sales, and therefore some of them stick only to the domestic market and become local leaders ( for example Fà ¶roya Bjà ³r, the only producer of beer and soft drinks in the Faroe Islands, close to Denmark ). Thus, basing on the data from the year 2007, there are ten main players on this market in Europe: Heineken, Interbrew/Ambev, Carlsberg, S N, SABMiller, Radeberger Gruppe, Coors, Anadolou Group, Mahou S.A. and Bitburger. These brewery groups compete very aggressively with each other and promote themselves on each possible occasion ( f. ex. Oktoberfest in Germany Heineken, or World Cups Carlsberg ). They have an advantage over the rest of the brewery companies, because they possibly often use all marketing tools channels, in order to attract peoples attention: TV commercials, internet pop-ups, radio commercials, billboards, posters on bus or train stations. Their strategies are professionally reconsidered and promotion campaigns easily remembered. The meaning of the brewery industry for the economy Economy is strongly influenced by the brewery industry. Brewery market sales in Poland in 2008 made almost 35,6 million hectolitres, what in financial term gave almost 45 billions PLN. This amount was equal to the governments spending for defence which was provided in 2009. There was a double increase between 1993 and 2002 in the beer production, and in 2006 by 7%, where the average Pole has drank about 87 litres. If we compare this achievement to year 1996, we can observe a big difference there were consumed only 29 litres of beer. Polish beer amateurs have caught Europeans, and drink nowadays almost 95-100 litres per year. When it comes to the beer consumption, Poland holds the fifth position in Europe. Brewery industry is one of the main revenues sources for the Treasury. According to the data from year 2007 provided by the Brewing Industry Employers Association of Polish Breweries, it has conducted almost 1,48 billion zloty ( PLN ) for duty. Comparing to the analogue year 2006, there was a 3% increase observed. Moreover, CEOs of the leading breweries were satisfied about the sales. Kompania Piwowarska has sold 18% of the beer more than in 2006 ( 2,2 millions hectolitres have been consumed), and Royal Unibrew Poland boasted with the 5% increase in sales, and 13% in revenues. Target group description Target group of the beer companies varies, because there are different brands of beer with the different tastes. Brewery companies usually focus mature people, men and women, at the age of 18 + ( in some countries 16 + ), and with different needs. Some of them want to relax in silence with a bottle of a good beer at home, some need more excitement with a group of friends at the disco or pub ( they are as well very active, full of energy and optimism ). In order to describe the target group correctly, company has to consider more factors, such as: education, occupation, income, place of living, style of living, way of spending free time, needs of the customer. There is a high potential in the brewery market. Companies focus different target groups. For example Cooler is a great tasty lemon or apple refreshing beverage of the Royal Unibrew company. This product has been designed specially for women looking forward to refreshment during a hot days and nights. According to the data provided by the Royal Unibrew Poland, tasty beers become very popular among women, because there is not such a strong bitterness as it appears in the traditional beers, have a very delicate flavour, and low percentage of alcohol. ( wlasne badania my own contribution to the market research ) Another good example is Tyskie beer, beverage well known in Poland, Czech Republic, Slovakia, Germany, and Lithuania. (http://www.noltychy.pl/news,1355,beerfest-najwiekszy-festiwal-piwa-w-polsce-chorzow-28-30-08-2009r.html ). Its target group are traditional beer fans mainly working men, with the families, whose priority is their family. Work and other values are subordinated to it. They are loyal customers. As it is said, beer is just for their enjoyment, a form of relaxation, and kind of reward. They do not want to escape from the reality, like many other beer consumers. (http://www.ddb.pl/index.php?dzial=stronasID=350 ) General view of the polish economy After the transformation in 1989 Basic problem Poland had to deal with after the fall of the communism were its internal economic problems. Any kind of investment was impossible because the former system contributed huge foreign debt, and 500% hyperinflation ( until 1990 ). Prof. Grzegorz Kolodko mentions, that because of the increasing financial, economic, social, and political imbalance former socialist economies had lost their tempo, and then ability capacity to grow . Moreover, he explains this situation as follows: Huge deficiencies, caused by the inflation pressure, which source lays in the structure and wrong macro-economic management, intensified micro-economic inefficiency and prevented fulfilment of the social needs. The first non-communist government, led by Tadeusz Mazowiecki , decided to implement a so called Balcerowiczs plan ( first minister of finance after 1989 ). The idea of this plan was to liberalise internal prices, increase import, tighten the financial policy and wages control towards enterp rises, implement the interest rates which are higher than inflation, stabilize the dollar and implement possibility of its exchange. Polish economy was stabilized and was opened to the world. Banking system and monetary and credit policy have been reformed. New government created capital market, labour market, and implemented privatisation law in 1990. Transformation of the ownership, independence of the companies, and stimulation of the internal competition were very important in the reformation systems. Policy of the state assets privatization, free-market principles implementation, and decrease of the budget deficit were very fruitful: Inflation decreased to 43%, and during the next years it was just a one-number value Government was so successful, that the creditors decided to lower debt up to 50%, and foreign companies were eager to invest in Poland Year 1991 Warsaw Stock Exchange has been launched. Gross Domestic Product was increasing year by year 4% in 1993, and 7% in 1995. Polish Zloty has been denominated, and dollar stabilized the success of the polish reforms Poland is nowadays a country with the stabilized political system and still developing economy. Whats more, it is an active member of the World Trade Organisation ( WTO ), Organisation for Economic Co-Operation and Development ( OECD ), and Central European Free-Trade Agreement ( CEFTA ). Transformation processes had a strong influence on the re-valuation of all of the economic areas. Free-market rules, which are based on the dominating and still growing private entrepreneurship position, have been effectively implemented after 1989. Private sector was the main engine of the economic growth. Whats interesting, private sector has led to 75% of increase in the Gross Domestic Product, and employed 70% of the professionally active polish society. Development of the polish economy throughout the years 1995-2005 After the transformation in 1989, polish economy observed a strong economic growth throughout the years 1995-2005, and recession in 2001-2003 in the meantime. Next years are characterised by the constantly changing growth rate with an emphasis on the expected relatively high rate of growth in the subsequent years. Poland is a country with the big economic dynamics. In concentrates mainly the Gross Domestic Product generation in some Polands areas. Years 1995-2005 belonged to Wielkopolskie, Slaskie, Dolnoslaskie, Mazowieckie, and Malopolskie Voivodeships ( provinces ). Since 1996 it has been a member of the OECD, which unites the richest countries in the world. Economic growth in this year was very slow, however still high. GDP increased by 6,6%, and was one of the highest in Europe. Situation of the polish economy today Polish economy has developed very much after the transformation in 1989, and has become one of the biggest economies in the world ( 6th economy in the European Union, and 21st economy in the world ). According to the OECD IX report from 2006, polish economy is in a good condition, since it joined European Union in May, 2004. Social-economic policy has been positively assessed by OECD, and the country has potential to grow and quickly develop. But the main problem Poland has to get through is high rate of unemployment, GDP is below 45% of the EU average, university education doesnt prepare young people for their potential jobs, too high social transfers, and entrepreneurs still have to face the administrative barriers. OECD report mentions areas which have to be changed in order to make polish economy grow faster. First of all these barriers, such as in the supervision or administrative area have to be lifted for the entrepreneurs, simplifying the taxation system, reducing the parafis cal burden and elimination of the corruption. Next thing to consider is improvement of the economic flexibility, and reducing the start-up costs. However, the latest data, presented by Eurel Hermes analysts, shows that the global crisis from 2009 had a strong impact on the global, and polish as well, economy. External financing gap has deepened, and thus government decided to cover it by liquidating the foreign exchange reserves, which melted by 28% from 2008 until the first quarter of 2009. Polish economic structure corresponds to the economic structure of the well developed countries. 64% of the Gross Domestic Product is generated by the services, 32% by the industry, and 4% by the agriculture. Ratio of exports to GDP is 40%, and thus polish economy is not open enough as the foreign economies of the region. Whats more, it has not been influenced negatively by the global recession, which spread over the trade links. Polish economy has been one of the well developing and healthiest in the emerging Europe for the first half a year of 2009. However, as a country which is dependent on the rest of the world it had felt results of the global financial crisis, especially in the . Value of the Polish Zloty has decreased in relation to the major world currencies. However, according to the statistics, GDP has increased in 2009 by 1,7%. Whats more, Central Statistical Office informs, that the industry labour productivity has increased by 2,4%, with the 5,5% smaller employment growth and increase of the average monthly gross payment by 4,9%. Development of the brewery industry Brewery industry revolution started in the 19th century, when the craftsmen decided to change their profession for the well developing business. Thanks to the improvements in the technological development, focusing mainly the methods of bottom-fermentation development of the beer, which required cooling fermenters. Owners of the smaller businesses decided to give up, and gave place to the technologically stronger plants. These were the times, when Okocim brewery from Brzesk began to take its first steps in this business. Most important for the brewery industry were its first ten years of the 20th century. Polish market was seized by almost 500 breweries. Formulas of the beers have been enhanced, and thus new tastes were implemented. Development of the brewery industry had a significant impact on the beers consumption every beer lover drank almost 35 litres of this beverage. Progress of the beer industry development was stopped by the First World War. It bloomed at the end of the gap between First and Second World War, and gained the similar results that it had in year 1915. During the World War II there were thirty six breweries on the lands that belonged to the General Government ( administrative-territorial entity, created under the decree of Adolf Hitler in year 1939 ). After the war first government, the communist party, decided to take over all of the breweries. There were new enterprises coming into existence, like for instance Kasztelan brewery from Sierpc ( small polish town ), but the political situation of the country was very adverse for this industry. However the state enterprises were doing their best to follow the western standards with the different degrees of success. After the transformation in 1989 polish breweries had to adapt to the new market economy, and therefore were able to show their real potential. Beer has a very long historical background, and it still finds new amateurs all over the world. Technological development, production improvements, and increasing demand for this beverage make its sales increase every year. Moreover, thanks to the innovation in the polish brewery industry and its potential, foreign investors feel more encouraged than before 1989. Global brewery industry Global brewery industry is a business which consists of a few dominating multinational companies and hundreds of other smaller beer producers, such as home made or regional breweries. According to the statistics, there are almost 134 billion litres of beer sold per year, what enriched the global treasury by $294,5 billion in 2006. Such a high revenues global brewery industry owes to the Asian, Eastern European, and African beer fans (http://wyborcza.pl/1,75248,1882229.html). Consumption of the beer increases every year. Canadean firms report shows, that in year 2002 there was almost 1,4 billions hectolitres drank all over the world. This number was said by analysts to increase by 7% in 2005. According to the statistics, predictions have come true and it reached 1,5 billions of hectolitres. This table shows, that Czech Republic is the leader in the beer consumption. Each beer fan from this country drinks yearly almost 157 litres of this golden drink . Republic of Ireland takes the second place with 131,1 litres drank, and Germany third place with 115,8 litres. Poland is said to be one of the most drinking countries in the world. According to these data, its position is not that high, because it takes 18th place with 69,1 litres per each beer drinking Pole annually. Modern brewery market wide opened for the other types of beer selling. Microbrewery is responsible for producing a limited amount of beer, which depends on the region and on the authority. It has permission for making 18,000 hectolitres per year, in order to adjust the production to the predetermined standards required for the regional breweries. Nowadays, the global brewery market leader is Belgian Anheuser-Busch InBev with 25% of the market share. It was taking the third position after SABMiller, the first leader, and InBev which holded the second place. In 1987 its first equivalent, Anheuser-Busch decided to merge with InBev, and this operation has led it to the top in the brewery industry. Its fourteen brands, out of 300, generate almost $ 1 billion annually in revenue (http://www.ab-inbev.com/ ) Overview of the brewery industry in Poland after 1989 Transformation in 1989 has led to intensive changes in the polish brewery industry. They are connected with the increase in the beer consumption, and production concentration in the newest great breweries. Looking back at the changes that were implemented in the polish economy after 1989, and comparing them to what the former government has achieved between years 1945-1989, we can observe a positive influence of the new political system and thus potential and opportunities to increase growth in every area. Brewery industry in Poland had experienced a violent sales growth between 1994-2000, and then the consumers slowed down their beer consumption. But this situation did not have any negative impact on its further development. On the contrary brewery market is still developing and growing, and high operation profits have been observed in this branch. There are four main and few local brewery companies operating on the polish market ( and their market shares in %; data for year 2009): Kompania Piwowarska ( Brewing Company; brands: Tyskie, Lech, Zubr ) 45% Zywiec Group ( brands: Zywiec, Warka, Tatra ) 35% Carlsberg Poland ( Carlsberg, Okocim, Harnas ) 13% Royal Unibrew Poland ( Lomza, Strzelec ) 4% Other 50 breweries; with below than 10% of the market shares, are Belgia from Kielce, Perla from Browary Lubelskie, and Brok from Koszalin. ( there are 50 small breweries in Poland ) (http://www.ejpau.media.pl/volume7/issue2/economics/art-10.html) Comparing the situation on the market from the last year to year 2008, we can observe a diametrical changes that occurred in the meantime. There were three main players on this market two years ago: Kompania Piwowarska ( 41% ), Zywiec Group ( 34%) , and Carlsberg Poland ( 12%). Royal Unibrew joined them in 2009. As we see, market shares of each of them have increased at least by 1% ( Carslberg Poland and Zywiec Group ), and by 4% ( Kompania Piwowarska ) after one year. Situation on the brewery industry today There are two fields which characterise the todays brewing industry: Global aspect, where most of the large breweries groups decide to merge Regional aspect In this case small and medium-sized brewery companies start to actively operate on their market and therefore develop a wide range of products which have their roots in the territory they come from Nowadays the global brewery market offers its consumers almost 1,5 billions of hectolitres. In year 2003 the leader and the best beer producers market on the global brewery market and was Anhauser Busch, with the almost 130 millions of beer hectolitres sold all over the world. SABMiller took the second place with 125 millions of hectolitres sold, and third place belonged to Heineken with 99 millions of hectolitres sold. In 2010 two breweries decided to merge: Belgian InterBrev and Brasilian Ambev. According to the analysts predictions, effect of this merge will lead to the annual sale of 190 millions hectolitres in the future. Introduction to the Royal Unibrew Poland History of the company Royal Unibrew was the local leader in the brewery market, but during its 150 year old existence it has becomethe second largest brewery group in Denmark. It has been operating on the European brewery market since 1856, however the name of the company is of recent date. Two companies, Faxe Bryggeri A/S and Jyske Bryggerier A/S (Ceres Bryggerierne and Thor Bryggerierne), operating on the Dutch market in the 80s wanted to grow stronger and thus become leaders in the brewery industry in Denmark. They decided to merge in 1989, and changed the name for Bryggerierne Faxe Jyske A/S, but the final decision was Bryggerigruppen A/S in 1992. The company is listed on the Copenhagen Stock Exchange since 1998, and one forth of its shareholders ( 14,000 of all ) are foreigners. Now, Faxe, Ceres and Thos complemented each other perfectly: Faxe was strong in the retail trade and on soft drinks and lager beer with nation-wide status. On the export side, Faxe was traditionally strong in the German, UK and Swedish markets Ceres and Thor manifested themselves with strong beer and special products in Jutland and in restaurants and bars. Ceres strongest export strongholds were Italy and the Caribbean. In the beginning of its foreign expansion Royal Unibrew focused Italy, Germany, and the Carribean as its first export markets. Strong brands of Ceres have made it a leader among the imported brands in the Italian market. Its product Der Grosse Dane has won the hearts of the German society. There are three markets Royal Unibrew takes into consideration: The Western Europe Market consisted of the beer and juice markets in Denmark, Italy, Germany, and Cross-Border Trade The Eastern Europe Market consisted of the beer, juice and soft drinks markets in Lithuania, Latvia and Poland Malt and Overseas Markets international markets for malt drinks, beer and soft drinks exports to markets where there are no companys representatives Royal Unibrew decided to invest in Poland in the early 90s, and then started exporting Faxe beer from Denmark to Poland. It expanded the business in Poland in 1994, created a trade-distribution company and named it Faxe Poland LLC. Next step it made was purchasing its first breweries in Jedrzejà ³w and Koszalin in Poland in 2005. Royal Unibrew is the second alcohol producer in the Baltic states, and the largest Scandinavian alcohol exporter. There are four breweries on Denmark, three in Poland ( Strzelec in Jedrzejà ³w, Strzelec/Brok, Lomza Brewery, Sagittarius/Brok, and half of the shares in Perle ) and one non-alcohol plant in Latvia. Companys position on the market Royal Unibrew Poland is the fourth biggest brewery company on the polish market ( after Kompania Piwowarska, Carlsberg Poland, Grupa Zywiec S.A. ) with the 3% of market shares.. http://www.google.com/search?hl=enrls=com.microsoft%3Aen-gb%3AIE-SearchBoxrlz=1I7ADSA_enq=rynek+piwowarski+w+POlsceaq=faqi=oq= Royal Unibrew has been operating on the global market for 150 years already, and it focuses mainly the regional brands. There are thirteen breweries and one plant for the non-alcoholic drinks production. Polish branch of Royal Unibrew implements the strategy that involves the development of the strong regional brands. Company has been searching for many years for brands which are heavily related with their regions and liked by their consumers. Therefore the main Royal Unibrew Polands regional brands are Lomza, Brok, and Strzelec. Company invested in year 2009 in the development of Lomza brand. Lomza has joined the Royal Unibrews strategic brands portfolio, as one of its strongest brands in the polish market. With almost 40 years old tradition, it has the biggest potential among Royal Unibrews brands. Lomza has many loyal consumers, and it is very popular in the north-east part of Poland. Thanks to Lomza brand Royal Unibrew Poland has a gained a strong position in the north-east region, Baltic Coast in the area of Central POmerania, and in the south: Malopolska and in Silesia, close to Rybnik town. Company has observed the Lomza brands increasing presence in the Warsaw area, and in the commercial networks in whole Poland. CHAPTER 3: RESEARCH AND DESIGN ON METHODOLOGY The Research Background The aim of my research was to find out how the strategy makes company successful during its expansion to the foreign market. Royal Unibrew is a Dutch global company, and I decided to focus its polish branch. The reason for this approach is that the management board from Warsaw and people living and working in this city are more accessible for me in order to get an appropriate data for my research. I had a possibility to have a closer look on the different types of data that I was provided with, and thus describe them in my MA thesis, and answer the stated primary and secondary questions: Primary How does the strategy influence the Royal Unibrew international success? Secondary What motivated Dutch to invest in brewery business in Poland? What were the main entry barriers, that Royal Unibrew had to deal with? How has the strategy influenced the current position on the market? Deductive approach has been undertaken in this research. Qualitative Research Method Approach ( bardziej zglebie temat niz zwykle suche dane, subiektywne poglady ludzi ) This approach has helped me in gaining detailed data about situation of the Royal Unibrews alcohol products on the polish market, and deepen it by considering different different approach methods. Face-to-face interview with Mrs Beata Pawlowska ( CEO of the Royal Unibrew Poland ) and survey among beer consumers of a different age and gender were required to make this analysis better understood. They were asked about the motivations behind choosing the given beer brand. Customers choice is driven by the prepared strategy, which is implemented by the company and thus the good advertisement. I took a closer look at the information covered in the magazines and newspapers articles about the brewery market in Poland, subjective opinions of people, and internet different latest data sources were taken into consideration as well. They will help me support the data I gather for my thesis research. Poland is an attractive country for different types of investments. Dutch branch of Royal Unibrew found an opportunity for extra revenues after fall of communism in Poland in 1989 and thus open up for the developed western side. It had to adapt to the brand new culture and A larger group of respondents was helpful and thus I could have a more clear view on the beer demand from the practical side. However, with the respect to the scheduled time of Mrs Beata Pawlowska and beer consumers, in accordance with Saunders, Lewis and Thornhill ( 2000 ) all ethical issues had to be considered during the interview. When it comes to the consumers opinions, they were relatively similar. They appreciate Lomza beer, because it tastes more bitter than Zywiec, Warka, or Zubr. They said that the more bitter is the chosen beer, the more masculine is the person that drinks it. I asked also a seller working in the local area shop ( Jago in Warsaw, Bielany district ) about the beer which is more appreciated by the customers. According to their opinions price of the product is very attractive ( Lomza 3 zl, Zywiec 3,50 zl, Warka 3,70 zl ), and thus they are more eager to buy it. Lower price actually does not result in the clients suspicion towards the beer, because they dont really care about its quality. Zywiec and Warka are considered often by both genders in the age between 20 and 45, however there appeared a strong increase in the Lomzas sales. This is confirmed by Mrs Beata Pawlowska: Within ten months in year 2009 we have increased our sales by 4%, and I can say that we have closed the previous year with the 5% increase (http://www.poranny.pl/apps/pbcs.dll/article?AID=/20100121/REGION99/794675231). Lomza beer is sold in 500 ml bottles, and interviewed people mentioned that thanks to its shape it is easy to handle and therefore they enjoy it more while drinking. They put an emphasis on the beers association with the summer, when it easily quenches thirst. Taste of bitter beverage makes them feel relaxed. This means, that the value of the Royal Unibrew Polands products gained importance in the consumers eyes. Moreover, distribution and sales increase of the Lomza beer has been supported by the marketing actions and TV campaigns in the whole Poland. Frequent promotions and low prices catch customers attention, and So the results are positive for the company. Data Collection I collected the data by interviewing CEO of the Royal Unibrew Poland, accidental people, the local shop seller, and searching through the internet database. Sample group was chosen for this approach, and both genders were asked different questions that were strongly connected with the companys strategy. I focused a non-standardised unstructured interviews, where the data needed for the research could be analysed in-depth. I followed Sauners, Lewis and Thornhill ( 2000 ) where they inform that the sample group should have an opportunity to talk freely about the area of the chosen research. Non-directive approach was taken in this case. This method is good for the area of my research because it helps me gain a

Could Schizophrenia Be The Answer To The Mysterious Vampire Legend :: essays research papers fc

Could Schizophrenia be the Answer to the Mysterious Vampire Legend? The vampire legend and many behaviors and experiences of schizophrenics seem to share many common traits. The traits that are most recognizable are "fears of being enclosed, periods of semistarvation or complete starvation, which can be associated with periodic gorging, reversal of the day-night cycle, and a preoccupation with or dread of mirrors" (Kayton 304). Though the term 'schizophrenia' or 'demence precoce' was only introduced in 1852 (Boyle 43), behaviors of people affected by this illness have been documented much earlier. The concept of a dead person returning in his living physical form and feeding on the living is considered a vampire. The vampire is believed to also be capable of transmitting his vampirism to those he infect or bite. Kayton recognizes that though this belief has been found in early writings of the Babylonians, Semites, and Egyptians, the most famous vampire scare swept Europe in 1730. This vampire epidemic lasted approximately five years (305). The legend consistency continues with adolescent and young adult schizophrenia. It is presented to us that young suicide victims were most likely believed to become vampires and attack members of their families (Kayton 304-05). Suicide was not an uncommon event among schizophrenic patients (Boyle 255). Suicide patients are a very important part of this equation because according to the legend in England suicides were buried with a stake pierced in or near the heart. This was to ensure that that the ghost of the person would not come back and haunt the living, to prevent the suicide victim from becoming a vampire (Kayton 305). In Dracula, Lucy was killed after she had already started to haunt the living. She was killed after with a stake driven through her heart as a "duty to others" and to the dead, so that she may truly be "passed away", as "God's true dead" (266, 277-279). Some documented cases of vampirism indicate that sometimes the psychodynamics' of vampires can erupt into materialized behavioral psychopathology (Kayton 304). For example, Vincenz Verzeni an Italian in 1872, a Frenchman named Leger in 1827, and a German Fritz Haarman demonstrate to the rare appearance of clinical vampirism (Kayton 306). Haarman himself killed approximately 24 adolescent males. This is interesting since many believe that vampires only attack those of the opposite sex. Even Bram Stoker's Dracula disproves this belief when the Count (Dracula) informs the three vampire women that Jonathan belongs to him (55).

Is Macbeth a Tyrant or a Tragic Hero? Essay

A tragic hero is someone whos fatal flaw, combined with other external factors, bring about ones demise, which is demonstrated by Macbeth in Shakespeares play Macbeth. Macbeth is portrayed as a courageous, brave and noble man who was haunted by superstition and an overpowering ambition. Factors that contributed to the degeneration of Macbeth include the prophecies told to him by the witches, the influence and manipulation of his wife, Lady Macbeth, and finally, Macbeths deep driven intent to become king. Although seen as a daring and valiant hero at the beginning of the play, Macbeths evil desires and long time ambition causes his downfall. Even though Macbeth seems like a malevolent and murderous tyrant towards the end of the play, he is ultimately a tragic hero. The prophecies given by the witches contributed to the degeneration of Macbeths character. The witches foretold that Macbeth would become Thane of Glamis, Thane of Cawdor and the King of Scotland. If not for the prophecies, Macbeths curiosity and ambition to become King might never have aroused. To be king stood not within the prospect of belief to him before he had heard the prophecies, however, when hearing the prophecies of becoming king, horrible imaginings of murder, though fantastical, had come across his mind. As the play progresses, Macbeth increasingly relies on the prophecies given by the witches stirring up Macbeths curiosity and ambition which factor in corrupting his character and sending him to his dusty death. The manipulation and influence of Lady Macbeth was also a factor of Macbeths downfall. When Lady Macbeth reads her husbands letter, she is afraid that Macbeth is not evil enough to do what he must to seize the crown. She wishes her husband a quick return so that she can pour her spirits in his ear and chastise with the valour of her tongue. Although Lady Macbeth seems like a lovely and polite lady, she is in fact a vicious and manipulative woman full of malice. She is also a horrible influence on Macbeth telling him to look like the innocent flower, but to be the serpent undert as well as telling him he was a coward when he was afraid to murder King Duncan. After Macbeth had slaughtered King Duncan, he was filled with a guilty conscience, regretting his wrong. His wife however, thought he was infirm of purpose. This was the first murder that Macbeth had experienced, however after the first murder, killing seemed to be the only solution to maintain his reign as king.

Animal Welfare

Nicole Stengel ENG 122-009 Lawless, Caprice 04/ 11/12 Thesis Confined animal feeding operations (CAFO’s) are more commonly known as factory farms in the United States and are this country’s primary source of animal food products. Mass production of meat in The U. S. has continued to increase industrialization of itself for over the course of a century. As technology within factory farms advances, efficiency increases; profit is the primary goal in mind for these industrial owners.In the 19th century, industrialization of CAFO’s thrived in efficiency and profits with new procedures that divide labor duties, cut expenses and decreased interaction between workers and livestock (Purcell, 61). The most primary difference between CAFO’s and local farming is that CAFO’s are corporately owned, confining hundreds of thousands of animals in small spaces at one time, reducing labor expenses and necessity for land ownership (An Encyclopedia of Issues). Local fa rms are more traditional having an appropriate ratio of livestock to workers.These livestock are less likely to suffer from neglect, abuse or unethical slaughter procedures. The tactics of meat production within CAFO’s such as the forklift and assembly lines, as well as controlled growth rates are least concerned with animal welfare and most concerned with profit as well as production efficiency. The establishers of this industry have been able to increase profits substantially by technological advancements as such devices and the use of growth hormones in livestock to obtain a fortune of income for themselves.Unfortunately, the fortune the establishers continue to earn is handed to them at a detrimental cost to three areas of importance: a) Animal Suffering b) Consumer Health c) Environmental Hazards Animal Suffering Slaughter processes are very brutal within CAFO’s and are usually long lasting in terms of suffering. CAFO livestock are exposed to neglect, abuse, physi cal mutilation and psychological trauma. Most livestock agriculture within CAFO’s are so closely compacted next to each other in tiny cages, they catch diseases from living in each other’s bodily wastes(In-text note).They live in sickly environmental conditions, they do not leave their cages and never see the light of day-except, perhaps when being transported to slaughter. One procedure that occurs prior to slaughter common in CAFO’s is known as, â€Å"stunning† where cows are shot by a metal bolt to the head. Hogs are stricken with an electrical jolt. This, in all is to shock the livestock subject unconscious. However, terrified cows and hogs who attempt inhibition of this process are often left partially, or even completely conscious.Nevertheless, meat production does not slow down at the sake of one subject. The subject will be preceded to slaughter regardless of whether it is conscious or not (Freeman, 66). Chickens, however, were exempted from the H umane Slaughter Act from the stunning process. Instead, they are paralyzed by the dragging of their heads along underwater pools with electrical charges. After they are paralyzed (and fully conscious), they are continued through the slaughter process on machinery that boils them alive and/or chops their heads off consecutively on a fast paced line (Freeman, 78).Calves are kept confined in small crates tied up by their limbs and necks to keep them from moving in order to keep their muscles premature and their meat tender. Meanwhile, their diets are maintained deficient in iron to keep the color of their skin pale. The harsh conditions exposed to calves are willfully condemned upon them by farm operators as a mechanism to obtain a specific taste in the meat. It is not surprising that when compared to all diseases that spread among livestock in CAFO’s, calves are the most susceptible to fatality. Calve deaths range from 15-20% in most â€Å"successful† factory farm operat ions.Other than iron deficiency and confinement, this fatality for calves is also caused by their stress of separation from their mothers (Mason 25). `CAFO’s also process animals are through â€Å"skinning machinery† at fast paces. (Purcell, 71). Regardless as to whether the animal is conscious or not, the fast paces of machinery such as this leaves no time between subjects for any concern for animal welfare. Costs to Public Health On a secondary note, mass production of meat is linked to the spread of salmonellosis and mad cow disease to consumers (Encyclopedia of Environmental Politics).It also contributes to a lack of resistance to antibiotic bacterial infections in consumers because factory farmed animals are fed high doses of antibiotics. Heart disease and stroke are also associated with diets high in meat intake (Encyclopedia of Environmental Politics), especially that of poor quality. Controlled growth rates by the use of hormones such as estrogen and testostero ne in livestock also play a role in public health hazards, in addition to mechanisms for profit and industrialization. The average U. S. citizen consumes 607 pounds of animal products yearly.Many nutritionists believe USDA Dietary Guideline Advisory Committee to be excessive in protein anyway (Mason, 113). Animal sources of protein are rich in cholesterol and polyunsaturated fat. Consider this, The United States is one of the most obese countries in the world. Our food guide pyramid is much different from other parts of the world with nutrition habits clinically proven to be more beneficial, such as the Mediterranean Diet. According to Andrea Cespedes in a comparison between the two pyramids, protein portions are much larger for a daily value recommendation on the USDA chart when compared to that of the Mediterranean’s. Nuts and seeds, as well as beans, are grouped with meats, poultry and fish. Nuts and seeds are not foundation foods for the USDA pyramid† (Cespedes). Fi sh are rich in polyunsaturated fat, an essential fatty acid to the body. It is not surprising that the USDA Food Pyramid puts a stronger emphasis on animal proteins than the Mediterranean Pyramid, requiring some of them to be served in school lunch programs-many USDA Reps are financially tied to the meat industry! In 1998, the USDA elected six representatives out of eleven onto the Dietary Guidelines Advisory Committee Freeman, 98).These fattening meats infused with growth hormones (testosterone or estrogen) that are recommended for children may be a reasonable explanation for peculiar bra sizes and premature sweating in some young girls. Technological upgrades and new mechanisms of industrialization also play a large role in the CAFO costs to consumer health. Upgrades are used to cut expenses and to increase product quantities in order to increase profits for the industries. Purcell demonstrates a strong example of this concept. †¦Mechanization of slaughterhouse facilities, wh ich made killing a rapid, iecemeal, impersonal process. The knocker alone would confront live animals and quickly send them down the line as immobile carouses. Divided labor meant a series of discrete and relatively simple tasks for the largely unskilled and poorly paid immigrant workers (Purcell, 62). Procedures as such, indeed are the mechanisms that make the mass production of meat a multi-billion dollar industry accounting for unjust and dangerous working conditions for slaughterhouse workers and hazards to the health for consumers of these products. Costs to the EnvironmentOn a third note, CAFO’s inflict a variety of hazards to the environment. Animal waste is absorbed into the ground and distributes pollution to water. The consumption of electricity in CAFO’s is extremely demanding. Greenhouse gases that emit into the air from these establishments warm the earth deteriorating the atmosphere. According to the Encyclopedia of Environmental Politics, over 8 billion animals are slaughtered in CAFO’s every year. This generates 1. 4 billion tons of manure-which is 130 times more than humans produce in an equal time period.Excessive animal waste seeps into waters polluting living environments for fish and the water sources the public drinks from. Methane is a greenhouse gas more potent than carbon dioxide and is most commonly produced by farm animals (Brickman). Excessive emissions from gases as such heat the earth, destroying ecosystems and lead us in the direction of global warming. Fossil fuel is another leading cause of Global Warming (Campbell, 1239) and is released in excess from high energy usage of CAFO’s. Although J.Patrick Boyle, President and CEO of the American Meat Institute (AMI) assured Wayne Pacelle, President and CEO of the Humane Society of the United States (AHSUS), â€Å"The AMI is an ethically appropriate organization as the entire establishment is committed to the welfare of animals,† evidence provided by Pacelle supported that CAFO livestock are beaten and tortured to death (qtd in Clemmit. ) According to Pacelle, from his testimony before Senate Appropriations Subcommittee on Agriculture in 2008, a staff member of the AHSUS had been andomly selected to investigate the Hallmark/Westland Meat Packing Co. in Southern California under-cover as a factory worker. Pacelle had not been surprised by the report he had received back from the investigator. He filmed workers ramming cows with the blades of a forklift, jabbing them in the eyes, applying painful electric shocks to sensitive areas, dragging them with chains pulled by heavy machinery and torturing them with a high pressure water hose to stimulate drowning, all in attempts to force crippled animals to walk to slaughter. Shortly after this investigation, AHSUS discovered, â€Å"Hallmark/Westland had been previously cited for mishandling animals. Incidents as such, accounting for animal abuse and suffering are common among CAFO†™s across the United States and it is clear the USDA and the AMI could strive for a higher quality conditions of life for livestock. The AMI is not concerned with life quality-only industrialization efficiency. The USDA does not hold regulatory requirements firm enough to regulate adequate life quality for livestock in CAFO’s. J.Patrick Boyle of the AMI claims, â€Å"The AMI seek not only to meet the regulatory requirements but to exceed them† (Qtd. in Clemmitt)). Unfortunately, USDA does not regulate frequently enough to ensure such a deal. Most commonly, the USDA is aware of animal suffering and inadequate living conditions provided for them. The AHSUS investigator reported that, during his undercover investigation, an agent from the USDA visited the establishment. He claimed, â€Å"the agent was present twice daily in the living area-which he merely noted animals who could not stand yet approved the rest for slaughter. It may have been appropriate for the USDA re presentative to investigate these animals in greater depth after the sighting of sick and injured livestock. It is clear that the responsibility for animal welfare should not be left in hands of the AMI or the USDA-their standards for animal welfare are not adequate enough. The AMI has far too many animals to care-take each one individually and the USDA is not present frequently enough to regulate already low standards.After all, the primary responsibility of the USDA is food, not animal welfare. Livestock agriculture is in dire need of regulatory welfare requirements that will protect their well being adequately instead of minimally. In addition, it also needs inspectors who will enforce these regulations firmly as the AMI is solely in the business for the sake of profit; not animal welfare. As of now, regulatory inspections of CAFO’s are not performed with the carefulness necessary to ensure a quality way of life for livestock. J.Patrick Boyle of the AMI stands that the mea t industry provides adequate living for livestock and there is no need for additional welfare standards within CAFO’s. Proven numerous times, requirements are often not met and regulators are dis-concerned with the matter. Something more must be done to increase animal welfare requirements for livestock agriculture. Conclusion Establishers of CAFO’s are only concerned with industrialization and profit; their livestock is abused, neglected and they suffer slow, painful deaths.Livestock growth control is another method of industrialization, deigned for profit at the cost of health for animals and consumers. CAFO’s exhibit severe environmental hazards such as global warming from greenhouse gases and pollution from animal use in addition to excess animal waste. Low quality meat-a product of mass production spreads diseases. It is the responsibility of USDA affiliates to regulate these conditions. However, this responsibility should be taken far more seriously by inc rease of welfare requirements and inspections that are performed more frequently as well as efficiently.

Biography of Black Bart Roberts, Successful Pirate

Biography of 'Black Bart' Roberts, Successful Pirate Bartholomew Black Bart Roberts (1682–Feb. 10, 1722) was a Welsh pirate and the most successful buccaneer of the so-called Golden Age of Piracy, capturing and looting more ships than contemporaries such as Blackbeard, Edward Low, Jack Rackham, and Francis Spriggs combined. At the height of his power, he had a fleet of four ships and hundreds of pirates to go with his organizational skills, charisma, and daring. He was killed in action by pirate hunters off the African coast in 1722. Fast Facts: Bartholomew Roberts Famous For: Highly successful pirateAlso Known As: Black Bart, JohnBorn: 1682 near  Haverfordwest, WalesDied: Feb. 10, 1722 off the Guinea coast Early Life Little is known of Roberts early life, other than that he was born near  Haverfordwest, Wales in 1682 and his real first name was possibly John. He took to sea at a young age, proving himself a competent sailor, as by 1719 he was second mate on the slave ship Princess. The Princess went to Anomabu, in present-day Ghana, to pick up slaves in mid-1719. That June, the Princess was captured by Welsh pirate Howell Davis, who forced several crew members, including Roberts, to join his band. Only six weeks after Black Bart was forced to join the crew, Davis was killed. The crew took a vote, and Roberts was named the new captain. Although he was a reluctant pirate, Roberts embraced the role of captain. According to contemporary historian Capt. Charles Johnson (who might have been Daniel Defoe), Roberts felt that if he must be a pirate, it was better being a commander than a common man. His first act was to attack the town where Davis had been killed in order to avenge his former captain. Rich Haul Roberts and his crew headed for the coast of South America to look for booty. After several weeks they found a treasure fleet bound for Portugal getting ready in All Saints Bay off northern Brazil. Waiting nearby were 42 ships and their escorts, two massive men-of-war with 70 guns each. Roberts sailed into the bay as if he were part of the convoy and took one of the ships without anyone noticing. He had the ships master point out the richest ship at anchor, then sailed up and attacked. Roberts captured the ship and both vessels sailed away; the escort ships couldnt catch them. Double-Crossed Soon after, while Roberts was chasing another prize, some of his men, led by Walter Kennedy, made off with the treasure ship and most of the loot. Roberts was infuriated. The remaining pirates devised a set of articles and made newcomers swear to them. They included payments for those injured in battle and punishments for those who stole, deserted, or committed other crimes. The articles excluded Irishmen from becoming full members of the crew, most likely because of Kennedy, who was Irish. Overwhelming Ships Roberts quickly added weapons and men to reach his former strength. When authorities in Barbados learned that he was nearby, they outfitted two pirate hunter ships to bring him in. Roberts saw one of the ships and, not knowing it was a heavily armed pirate-hunter, tried to take it. The other ship opened fire and Roberts was forced to flee. After that, Roberts was always harsh to captured ships from Barbados. Roberts and his men made their way north to Newfoundland in June 1720 and found 22 ships in the harbor. The crews and townspeople fled at the sight of the pirates flag. Roberts and his men looted the ships, destroying and sinking all but one, which they commandeered. They then sailed out to the banks, finding several French ships and keeping one. With this small fleet, Roberts and his men captured many more prizes in the area that summer. They then returned to the Caribbean, where they captured dozens of vessels. They changed ships often, selecting the best vessels and outfitting them for piracy. Roberts flagship was usually renamed  Royal Fortune, and he would often have fleets of three or four ships. He began calling himself the Admiral of the Leeward Islands. He was sought out by two ships of would-be pirates looking for pointers; he gave them advice, ammunition, and weapons. Roberts Flags Four flags are associated with Roberts. According to Johnson, when Roberts sailed to Africa, he had a black flag bearing a skeleton, representing death, that held an hourglass in one hand and crossbones in the other. Nearby were a spear and three drops of blood. Another Roberts flag  also was black, with a white figure, representing Roberts, holding a flaming sword and standing on two skulls. Beneath them was written ABH and AMH, standing for A Barbadian Head and A Martinicos Head. Roberts hated the governors of Barbados and Martinique for sending  pirate hunters  after him and was always cruel to ships from either place. When Roberts was killed, according to Johnson, his flag featured a skeleton and a man with a flaming sword, signifying defiance of death. The flag most commonly associated with Roberts  was black and displayed a pirate and a skeleton holding an hourglass between them. Deserters Roberts often faced discipline problems. In early 1721, Roberts killed one crew member in a brawl and was attacked later by one of that mans friends. This caused a division among the already disgruntled crew. One faction wanted out, convincing the captain of one of Roberts ships, Thomas Anstis, to desert Roberts. They did, setting out on their own in April 1721. Anstis proved to be an unsuccessful pirate. Meanwhile, the Caribbean had become too dangerous for Roberts, who headed for Africa. Africa Roberts neared Senegal in June 1721  and began raiding shipping along the coast. He anchored at Sierra Leone, where he heard that two Royal Navy ships, the  Swallow  and the  Weymouth, had been in the area but had left a month before. They took the  Onslow, a massive frigate, renamed her the  Royal Fortune,  and mounted 40 cannons. With a fleet of four ships and at the height of his strength, he could attack anyone with impunity. For the next few months, Roberts took dozens of prizes. Each pirate began amassing a small fortune. Cruelty In January 1722, Roberts showed his cruelty. He was sailing off Whydah, a well-known slaving area, and found a  slave ship, the  Porcupine, at anchor. The captain was ashore. Roberts took the ship and demanded a ransom from the captain, who refused to deal with pirates. Roberts ordered the Porcupine burned, but his men didnt release the slaves on board. Johnson describes the slaves miserable choice of perishing by fire or water, writing that those who jumped overboard were seized by sharks and tore limb from limb alive ... A cruelty unparalelld! Beginning of the End In February 1722, Roberts was repairing his ship when a large vessel approached. It turned to flee, so Roberts sent his consort vessel, the  Great Ranger, to capture it. The other ship was actually the  Swallow, a large man-of-war that had been looking for them under the command of Capt. Challoner Ogle. Once they were out of Roberts sight, the Swallow  turned and attacked the  Great Ranger. After a two-hour battle, the  Great Ranger  was crippled and her remaining crew surrendered. Ogle sent the  Great Ranger  limping away with the pirates in chains and went back for Roberts. Final Battle The  Swallow  returned on Feb. 10 to find the  Royal Fortune  still at anchor. Two other ships were there: a tender to the  Royal Fortune  and a trading vessel, the  Neptune. One of Roberts men had served on the  Swallow  and recognized it. Some men wanted to flee, but Roberts decided to fight. They sailed out to meet the  Swallow. Roberts was killed in the first broadside as grapeshot fired from one of the  Swallows cannons tore out his throat. Obeying his standing order, his men threw his body overboard. Without Roberts, the pirates lost heart and within an hour they surrendered. One hundred and fifty-two pirates were arrested. The  Neptune  had vanished, but not before looting the abandoned smaller  pirate ship. Ogle set sail for Cape Coast Castle on Africas west coast. A trial was held at  Cape Coast Castle. Of the 152 pirates, 52 Africans were sold back into slavery, 54 were hanged, and 37 were sentenced to serve as indentured servants and sent to the West Indies. Those who could prove they had been forced to join the crew against their will were acquitted. Legacy Black Bart Roberts was the greatest pirate of his generation: it is estimated that he took 400 ships during his three-year career. He isnt as famous as some contemporaries, such as Blackbeard,  Stede Bonnet,  or  Charles Vane, but he was a much better pirate. His nickname seems to have come from his dark hair and complexion instead of a cruel nature, although he could be as ruthless as any contemporary. Roberts owed his success to many factors, including his charisma and leadership, his daring and ruthlessness, and his ability to coordinate small fleets to maximum effect. Wherever he was, commerce came to a halt; fear of him and his men made merchants stay in port. Roberts is a favorite of true pirate buffs. He was mentioned in  Robert Louis Stevensons Treasure Island. Iin the movie The Princess Bride, the name Dread Pirate Roberts refers to him. He often appears in pirate video games and has been the subject of novels, histories, and movies. Sources Cordingly, David. .Under the Black Flag  Random House, 1996.Johnson, Capt. Charles (Defoe, Daniel?). A General History of the Pyrates. Dover Publications, 1972/1999.Konstam, Angus.  The World Atlas of Pirates.  Lyons Press, 2009.Bartholomew Roberts: Welsh Pirate. Encyclopedia Brittanica.