Is Profit Maximization Consistent With Wealth Maximization Finance Essay

Is Profit Maximization Consistent With Wealth Maximization Finance Essay The objective of the firm is to make profits by meeting the needs of stakeholders. Generally, ceteris paribus, the objective of the firm is to maximize its ultimate value through profit maximization, while incurring the lowest costs. Basically, the ultimate objective of the firm is to acquire maximum profits and wealth for its shareholders. It is important to note that, the value of the firm is signified by the existing market prices of the corporations common stock market. In this respect, the maximization of the shareholders wealth is enhanced by the acquiring of maximum profits at the lowest level of expenditure. As it has been revealed, there exists a very strong co-relation between profit maximization and wealth maximization, where each of them forms part of the objective of the firm. In this case, the total earnings do not represent the ultimate value of the corporation but the profits accrued from the employed resources. Generally, any firm would be run towards acquirement of high profits which represent its actual wealth for its shareholders (Westerfield 23-75). Firms exist to meet the needs of stakeholders and to provide an efficient way of producing in a non-price environment. Firms exist to meet the needs of the populace in an efficient and a sustainable manner. 2. Is profit maximization consistent with wealth maximization? Why or why not? Profit maximization is not consistent with wealth maximization. It has some drawbacks and cannot be used for effective evaluation on the performance of the firm. On the other hand, wealth maximization, which is also known as the net present worth of a firm can be used to evaluate the performance of the firm. Wealth maximization is seen as more comprehensive and superior than profit maximization. Profit maximization deals with minimizing short term profits and is not forward-looking. Again, the profit maximization objective does not factor in time value of money considerations. Therefore wealth maximization is superior because it is a long term objective and considers the time value of money by discounting cash flows to the present time. Additionally, wealth maximization considers uncertainty by discounting at the required rate of return and considering the other stakeholders of the firm. Profit Maximization Wealth Maximization It is not clear on when the profit is counted as profit whether this should be before or after tax. Another uncertainty involves the long-term or short-term profit. Short term profit can be foregone by avoiding some expenditure but in the long run, these expenditures have to be paid for. Therefore long term profit has to be considered, and not short term profit. Wealth maximization shows the present value of benefits minus the cost of the investment. Profit maximization does not factor in risk. Different projects have different degrees of risk of future earnings. A project with fluctuating earnings is not the same as one with certainty earnings. By not looking at the risk factor of projects, profit maximization cannot be used for the operational objective of the firm. Risk is considered in wealth maximization as the discounted rate used to determine the present value of future cash flows factors in the risk. Lastly, profit maximization does not factor in the time value of money. A dollar spent today is not equivalent to the same dollar spent tomorrow. Cash drawn from a project in different years is considered the same, which is not realistic. Wealth maximization considers the time value of money as the cash drawn from a project in different years are not the same. The discounted rate that determines the present value of future cash flows shows both risk and time. 3. Describe the three main decisions in Corporate Finance The three main decisions in Corporate Finance are: (a) Investment Decision (Allocation) There are two key questions that are looked into when a firm wants to make an investment. What is a good investment? The firm looks at the various investment options in the market, for instance real estate investments or stocks investments. The risk involved and the returns to be gained. Where will the firms resources be invested? Here, it is important that the firm does not put all their resources into one basket. For instance, the firm may decide to invest a certain percentage of their resources in either stocks or real estate. Further, the pattern and the level of investment would be determined in which each investment plan is evaluated on the risks involved together with its ultimate returns expected. It is important to note that, the pattern of investment would still be an important factor to consider since each individual plan of investment would be accompanied with its benefits and risks. (b) Financing Decision Primarily, the financial decision considers where the firm would raise the funds for these investments. Will the firm use the shareholders/owners funds or borrow from the bank? The mix of equity and debt is what is considered in the financing decision. When, where and how to acquire the money to meet the firms needs. In this case, the finance managers ought to decide on the financing strategy of the firm, in which the evaluation of various sources of finance to cater for the running of firms activities would be made. Basically, each source of capital would be evaluated with the level of interests to be paid for the amount of money acquired. Capital Structure Modigliani y Miller (1958) how much should a firm borrow? (c) Dividend Decision The dividend decision is concerned with how much of the firm profits should be given to the shareholders, and how much of it should be reinvested. A dividend policy should be determined. the dividends decision would be made in order to determine the amount of the profits to be ploughed back into the firm depending on the amount of profits made (Westerfield 23-75). Dividend policy Modigliani y Miller (1961) another irrelevance proposition Another finance decision worth mentioning is the liquidity decision, whereby a firm looks at how to manage working capital and its components. 4. What is a hurdle rate? Why is it important? Also known as the cut off rate, the hurdle rate is the minimum expected return a firm will consider in accepting investment decisions. If a firms proposal own internal rate of return, r, is greater than the minimum rate of return, k, then it is acceptable. The r is internal to the project while the k (hurdle rate) is external to the project. The hurdle rate is used to make a decision based on the Internal Rate of Return (IRR) method which takes into account the cash flows occurring at different times and adjusts them according to the time value of money. The hurdle rate is very important as it enhances the planning of the investment patterns and levels since the firm establishes investment patterns which would the highest possible minimum returns. Basically, hurdle rate determines on how to acquire investment capitals as those capital sources with very high interest rates would not be economical to choose. The hurdle rate represents the internal rate of return of any investment since the finance manager would be in a position to decide on various allocation within the firm, on the basis of the hurdle rate set in the firm. 5. What are the main components of a discount rate? The discount rate is the rate at which money values are discounted at various times, within an investment period. Discount rates are comprised of three main components which include the interest rate of money, level of inflation and risk premiums involved. More specifically, the interests rates at which money capital is allocated comprises of the discount rates in any projected investment project. Specifically, the interest rate of money is the return got from delaying consumption. More so, the level of inflation in the country determines the value of money. This is because the level of inflation determines the purchasing power of money, which represents the ultimate value of money. Lastly, risks involved in the investment venture are another important component of the discount rate. Generally, highly risky business ventures would always have high discount rates. In this respect therefore, it would be very important for the finance manager to determine the discount rates to be used i n the calculation of the cash-flows in the business venture (Westerfield 23-75). 6. Define the Efficient Market Hypothesis Efficient market hypothesis is an investment assumption that postulates that, financial markets are efficient in providing information about the market returns from any form of investment. More specifically, in efficient market hypothesis, investors are controlled by the existing market conditions in terms of the financial stability or conditions of the money market. It is important to note that, inflation level and economic conditions of the country determines a lot on the efficiency of the financial information given by the market in terms of money interests and capital returns. In this regard, investors need to evaluate their investment ventures on the basis of the existing conditions or the information got from the financial markets which are considered to be the accurate in providing financial information (Higgins 12-43). 7. Describe the three forms of efficiency The 3 forms of efficiency are the strong-form efficiency, semi-strong efficiency and weak-form efficiency. In the form weak-form efficiency, all the information in the past stock-price fluctuations is totally shown in the present prices. This means that, the information provided is to compare the current price levels with the past prices. The semi-strong form involves the reflection of all publicly available data about the current prices in the market. In this form, there is some information that is withheld among the investors but most of the information is availed to the general public. On the other hand, the strong-form of efficiency in the market reflects all relevant information in the money market, whether withheld or publicly available. Here, the investors have the opportunity to explore in-depth all the trends of the money market in order to make reliable information about their investment (Westerfield 23-75). 8. What is the difference between Technical Analysis and Fundamental Analysis? Technical Analysis Fundamental Analysis Technical analysis is an appraisal strategy in the money market that looks at the price movements in the market in order to establish their security levels for investors to decide on how to choose their investment plans. Fundamental analysis on the other hand refers to the economic factors facing the money market in which each of the statement is presented in financial statements as opposed to technical analysis which uses using charts. Technical analysts usually use information found in charts and graphs to determine the financial worth of the company. Generally, fundamental analysis determines the ultimate value of the company by examining its financial statements like balance sheets and income statements among others. technical analysts use shorter periods of time in their determination of the worth of the company Fundamental analysis involves a log period of time in which the financial worth of the business ought to be devised using subsequent fiscal periods but not one period Information derived from (Higgins 12-43) 9. Do you believe markets are efficient? I believe that markets are not as efficient as economists reveal that they are. The major reason is because various market conditions are controlled by external factors which they have no control over them. In this respect, it would be difficult to determine the efficiency of the market or to predict the conditions of the market on considerations that, these external factors are also controlled by other forces. For instance, markets are often controlled by inflation rates and interest rates which are factors beyond the control of the market itself. On this consideration, it would be very important for any investor to note the unpredictability of the markets in order to make appropriate investments. There is no perfect information in the market. It is on this basis therefore that I believe that markets are not efficient at all (Westerfield 23-75). 10. Efficient Market Hypothesis Which of the following statements are true if the efficient market hypothesis holds? a. It implies that future events can be forecast with perfect accuracy. b. It implies that prices reflect all available information. c. It implies that security prices change for no discernible reason. d. It implies that prices do not fluctuate. If efficient market hypothesis holds, the future events can be forecasted with ease. This is because, all the information concerning stocks in the stock market would be well presented in a more accurate way, to reflect on the subsequent trends expected in the future in the market. In this respect therefore, if the efficient market hypothesis holds, it would enhance easiness in predicting any future trends of investment as the information in the market would be quite reliable. More so, if this hypothesis holds, the information provided would be reflecting all the prices that would be available in the market. This is because; every price presented in the market information would greatly imply a predictive nature of the prices in the future markets. Generally, if the efficient market hypothesis holds, then the above two statements would be true (Higgins 12-43).

Tiffany Case

The case In July l993 . Tiffany& Company concluded an agreement with its Japanese distributor, Mitsukoshi Ltd. that would fundamentally change its business in Japan. Under the new agreement, Tiffany’s wholly owned subsidiary, Tiffany& Company Japan Inc. (Tiffany-Japan), assumed management responsibilities in the operation of 29 Tiffany &Company boutiques previously operated by Mitsukoshi in its stores and other locations in Japan.Tiffany looked forward to the new arrangement, as it was now responsible for millions of dollars in inventory that it previously sold wholesale to Mitsukoshi, resulting in enhanced revenues in Japan derived from higher retail prices. It was also apparent, however, that fluctuations in the yen/dollar exchange rate would now affect the dollar value of its Japanese sales, which would be realized in yen. Since Japanese sales were large and still growing, it seemed evident such fluctuations substantial impact on Tiffany's future financial performance. Comp any BackgroundFounded in New York in 1837,Tiffany ;Company was an internationally renowned-retailer, designer, manufacturer ,and distributor of luxury goods . The famous blue-box company found its initial success in fine jewelry, most notably diamonds, but had since expanded its product line to include timepieces, china, crystal, silverware, and other luxury accessories. In the fiscal year ending January 31, l993 (FY1992), Tiffany earned $15. 7million on revenues of $486. 4million and had total assets of$419. 4 million. Recent financial statements are provided in Exhibits 1and 2.An historical summary of operations is provided in Exhibit 3. After more than a century of independence, Tiffany was acquired by Avon Products, Inc. in 1979. For the next several years, Avon, a nationwide door-to-door cosmetics marketer, worked to expand Tiffany's product line to reach beyond its traditional affluent customer base to the larger middle market. While this diversification strategy resulted in e nhanced sales for Tiffany from $84million in l979to $124million in l983, operating expenses as a percentage of sales grew inordinately from 34%to 43% in 1978and l983, respectively.Avon soon realized that Tiffany's traditional market niche was substantially different than its own and, in l984, decided to put the company up for sale. The most attractive offer came from Tiffany's own management, who agreed to buy back Tiffany's equity and the Fifth Avenue store building for a total of $135. 5 million. In what ultimately took the form of a leveraged buyout (L B O), the terms of the deal distributed virtually all of the equity shares to three key investor groups. Management ended up with 20% of total equity shares.Investcorp, the Bahrain-and London-based merchant bank that backed management in the deal, received 49. 8%of total equity shares. The third player, General Electric Credit Corporation(GECC), ended up with 25. 7%of total equity shares. 1t was through an $85 million credit arrang ement with GECC that management was able to refinance a substantial portionof the purchase price. The aftermath of the LBO was marked by very tight free cash flow coupled with significant growth potential on the horizon.After the company had once again become profitable and realizing that the company's growth prospects demanded more cash than could be generated internally, in 1987,management offered Tiffany stock to the public at approximately $15 a share(adjusted for a subsequent stock split). In l989,Mitsukoshi purchased l. 5 million shares of Tiffany's common stock from GECC. As of January31, 1993, Mitsukoshi owned approximately 14% of Tiffany stock, the largest percentage of any single institutional investor.Three other institutional investors collectively owned approximately 26% of the stock, followed by all Tiffany executive officers and directors as a group at 4. 9%. In l993, Tiffany was organized into three distribution channels: U. S. retail, direct marketing, and internati onal retail. U. S. retail included retail sales in Tiffany-operated stores in the United States and wholesale sales to independent retailers in North America. The l6 stores in this channel accounted for 50% of total sales in FY 1992 Direct marketing, representing the smallest channel of distribution, consisted of corporate and catalog sales .In FY 1992, its sales represented 18% of Tiffany’s total sales. International retail, which included retail sales through Tiffany-operated stores and boutiques, corporate sales, and wholesale sales to independent retailers and distributors, primarily in the Far East and Europe, accounted for 32% of total sales in FY1992. Jewelry sales from all three channels accounted for 65% of 1993 sales, making jewelry the most significant product line. Exhibit 4 provides financial results of Tiffany’s domestic and foreign operations.The past several years for Tiffany were marked by a trend of international expansion, beginning in1986 when it op ened a flagship retail store in London. Additional flagship stores were then opened in Munich and Zurich in 1987 and 1988, respectively. In 1990, the Zurich store was expanded. Stores were opened in Hong Kong at the Peninsula Hotel and at the LandmarkCenter in August 1988 and March 1989, respectively. Taipei saw the opening of a store in1990, as did Singapore (at the Raffles Hotel), Frankfurt, and Toronto in 199l. Also in l991, the London store was expanded.In l992, Tiffany opened five new boutiques in Japan, and two new boutiques were opened by an independent retailer in Korea. Early 1993 saw continued international growth, with the opening of two more boutiques in Japan, a second store in Singapore's NgeeAnnCity, two boutiques by independent retailers in Saipan and the Philippines, and the expansion of the Peninsula Hotel store in Hong Kong. Exhibit 5 shows the growth in the number of Tiffany stores and boutiques around the world from 31 to 79, implying a 250% increase from 1987 t o 1993.These 79 retail locations included l6stores in the United States,56 stores in the Far East,6stores in Europe, and l store in Canada, all of which ranged in size from700 to 13,OOO gross square feet, with a total of approximately 127,OOO gross square feet devoted to retail purposes. Tiffany's worldwide capital expenditures were $22. 8 million in FY l992. compared with $41. 4 million in FY 1991. These expenditures were primarily for the opening of new stores and boutiques and the expansion of existing stores.Management anticipated capital expenditures to drop further to $18. O million in FY l993 before rebounding to approximately $25. O million in FY 1994. Management also expected to open four or five new stores per year in the foreseeable future. To support future expansion plans, and fluctuations in seasonal working capital needs, management planned to rely upon internally generated funds and a $100 million noncollateralized revolving credit facility available at interest rate s based upon Eurodollar rates, a prime rate, certificate of deposit rates, or money market rates.As in the past, cash dividends were expected to be maintained at a relatively moderate level, which would permit the company to retain a majority of its earnings. Impetus for Change in the Japanese Operations While Tiffany found new market potential across the globe, nowhere was let as promising as in Japan, where Tiffany’s sales accounted for only 1% of the $20 billion Japanese jewelry market. The thriving Japanese economy of the late l980s and very early 1990s stimulated a booming demands for certain types of expensive and glamorous Western goods.Among these were Tiffany products, principally those of the fine jewelry line marketed toward older women. However, as the Japanese economy finally slowed and Japanese consumers became more cautious in their spending, the demand for Tiffany's luxury items also slumped. In response to soft consumer demand in Japan, Mitsukoshi cut back on Tiffany inventory levels. Mitsukoshi’s wholesale purchases from Tiffany-Japan declined from 23%of Tiffany's total sales in FY 199l to 15%in FY1992. Declining wholesale shipments were also accompanied by a small decline in gross margin from 49. %in FY1991 t0 48. 7%in FY 1992. Despite lackluster consumer demand in the first half of FY 1993, however, Tiffany continued to believe that Japanese sales had attractive long-run growth potential. It was for this reason that Tiffany sought greater control over its future in Japan and ultimately decided to restructure its Japanese operations. From 1972 through July1993, Mitsukoshi acted as the principal retailer of Tiffany products in Japan, purchasing selected goods from Tiffany-Japan on a wholesale basis.Mitsukoshi sold the products on a retail basis to the Japanese consumer, realizing profits in the form of relatively higher retail prices. Since the wholesale transactions were denominated entirely in dollars, fluctuations in the yen/ dollar exchange rate did not represent a source of volatility for Tiffany's expected cash flows. Instead, Mitsukoshi bore the risk of any exchange rate fluctuations that took place between the time it purchased the inventory from Tiffany and when it finally made cash settlement.Typically, Tiffany merchandise sold by Mitsukoshi was priced at a substantial premium (l00% in some cases) over the domestic U. S. retail price for such merchandise. The new agreement between the two companies, however, fundamentally changed both companies' financial situations. In repurchasing the merchandise previously sold by Tiffany to Mitsukoshi, Tiffany-Japan assumed new responsibility for establishing yen retail prices, holding inventory in Japan for sale, managing and funding local advertising and publicity programs, and controlling local Japanese management.Mitsukoshi on the other hand, would no longer be an independent retailer of Tiffany products but would still receive fees equaling 27% of net ret ail sales in compensation for providing boutique facilities, sales staff, collection of receivables, and security for store inventory. With greater control over retail sales in its Japanese operations, Tiffany looked forward to long-run improvement in its performance in Japan despite continuing weak local economic conditions. However, increased sales and profits were not the only changes that Tiffany could anticipate as a result of the new agreement.Tiffany now faced the risk of foreign currency fluctuations previously borne by Mitsukoshi. Past history warned Tiffany that the yen/dollar exchange rate could be quite volatile on a year-to-year and even month-10-month, basis. Exhibit 6 illustrates the significant strengthening of the yen against the dollar during the l O years ending in 1993. While a continuation of this strengthening would enhance the dollar value of Tiffany's yen denominated cash inflows, there was the distinct possibility that the yen might eventually become overval ued and crash suddenly, just as the U.S dollar in 1985. Indeed,there was some evidence that the yen was overvalue against the dollar in 1993 (see Exhibit 7) Hedging to Manage Foreign Exchange Risk The possibility of sharp, unexpected movements in the yen/dollar exchange rate had prompted Tiffany’s management to study the desirability of engaging in a program to manage exchange rate risk. To reduce exchange rate risk on its yen cash flows, Tiffany had two basic alternatives available to it. One was to enter into forward agreements to sell yen for dollars at a predetermined price in the future.The other was to purchase yen put options. The terms at which Tiffany could purchase forward contracts and put options, along with other financial market data, are shown in Exhibit 8. Before committing Tiffany to a hedging program, management wanted to be sure it understood what the potential risks and rewards were for each of these so-called â€Å"derivative† instruments. Perhaps more importantly, it was essential to determine whether or not a risk management program was appropriate for Tiffany, what it objectives should be, and how much, if any, exposure should be covered. pic] This included a $ 75 million secured revolving credit facility; a $10 million, 16% subordinated note due in 1992; and common stock warrants to purchase approximately 25% of the company’s equity on a fully diluted basis. Prior to Mitsukoshi’s purchase of Tiffany’s common stock from GECC, Tiffany and Mitsukoshi entered into an agreement by which Mitsukoshi agreed not purchase in excess of 19. 9% of Tiffany’s issued and outstanding common shares. This agreement would expire on September 31, 1994.Due to the significant number of Tiffany boutiques already operating in Japan, future openings there were expected to occur only at very modest rate, if at all, in the near-term future. Tiffany’s business was seasonal in nature, with the fourth quarter typicall y representing a proportionally greater percentage of annual sales, income from operations, and net income. In FY 1992, net sales totaled & 107,238,000, $120,830,000, $105,897,000, and $152,431,000 for the first, second, third, and fourth quarters, respectively. Management expected this pattern to continue in the future.Tiffany management believed that a retail price reduction in Japan of 20% to 25% would likely result in a substantial increase in unit volume of jewelry sales. The repurchase of inventory by Tiffany necessitated the reversal of $115 million in sales and related gross profit previously recognized on merchandise sold to Mitsukoshi. Accordingly, Tiffany recorded a gross profit previously recognized $57. 5 million reserve to provide for product returns. , which reduced the second fiscal quarter’s (ended July 31, 1993) net income by approximately $32. 7 million, or $2. 7 per share. Of the $115 million of sales being reversed, only $52. 5 million of inventory held i n Mitsukoshi boutiques was actually repurchased during the month of July 1993 (Mitsukoshi agreed to accept a deferred payment on $25 million of this repurchased boutique inventory, which was to be repaid in yen on a quarterly basis with interest of 6% per annum over the next 4 1/2 years). Approximately $62. 5 million of Tiffany & Company inventory maintained in Mitsukoshi warehouses would be repurchased throughout the period ending February 28, 1998.Payment for this warehouse inventory was to be made in yen 40 days following actual receipt of the inventory. Fees were reduced to 5% on certain high-value jewelry items repurchased from Mitsukoshi. Tiffany Japan would also pay Mitsukoshi incentive fees equal to 5% of the amount by which boutique sales increase year-to-year. Calculated on a per – boutique basis. In Tokyo, Tiffany boutiques could be established only in Mitsukoshi’s stores, and Tiffany-brand jewelry could be sold only in such boutiques (though Tiffany-Japan r eserved the right to open a single flagship store inTokyo). ===============================================================================[ ] The suggested questions †¢ In what way(s) is Tiffany exposed to exchange-rate risk subsequent to its new distribution agreement with Mitsukoshi? How serious are these risks? †¢ Should Tiffany actively manage its yen-dollar exchange-rate risk? Why or why not? †¢ If Tiffany were to manage exchange-rate risk activity, what should be the objectives of such a program? Specifically, what exposures should be actively managed? How much of these exposures should be covered, and for how long? As instruments for risk management, what are the chief differences of foreign-exchange options and forward or futures contracts? What are the advantages and disadvantages of each? Which, if either, of these types of instruments would be most appropriate for Tiffany to use if it chose to manage exchange-rate risk? †¢ How should Tiffany organize itself to manage its exchange-rate risk? Who should be responsible for executing its hedges? Who should have oversight responsibility for this activity? What controls should be put in place?

General George Washington in the American Revolution

Born February 22, 1732, along Popes Creek in Virginia, George Washington was the son of Augustine and Mary Washington. A successful tobacco planter, Augustine also became involved in several mining ventures and served as Justice of the Westmoreland County Court. Beginning at a young age, George Washington began spending most of his time at Ferry Farm near Fredericksburg, VA. One of several children, Washington lost his father at age eleven. As a result, he attended school locally and was taught by tutors rather than following his older brothers to England to enroll at the Appleby School. Leaving school at fifteen, Washington considered a career in the Royal Navy but was blocked by his mother. In 1748, Washington developed an interest in surveying and later obtained his license from the College of William and Mary. A year later, Washington used his familys connections to the powerful Fairfax clan to obtain the position of surveyor of newly-formed Culpeper County. This proved a lucrative post and allowed him to begin buying land in the Shenandoah Valley. The early years of Washingtons work also saw him employed by the Ohio Company to survey land in western Virginia. His career was also aided by his half-brother Lawrence who commanded the Virginia militia. Using these ties, the 62 Washington came to the attention of Lieutenant Governor Robert Dinwiddie. Following Lawrences death in 1752, Washington was made a major in the militia by Dinwiddie and assigned as one of four district adjutants. French Indian War In 1753, French forces began moving into the Ohio Country which was claimed by Virginia and the other English colonies. Responding to these incursions, Dinwiddie dispatched Washington north with a letter instructing the French to depart. Meeting with key Native American leaders en route, Washington delivered the letter to Fort Le Boeuf that December. Receiving the Virginian, the French commander,  Jacques Legardeur de Saint-Pierre, announced that his forces would not withdraw. Returning to Virginia, Washingtons journal from the expedition was published on Dinwiddies order and helped him gain recognition throughout the colony. A year later, Washington was placed command of a construction party and sent north to aid in building a fort at the Forks of the Ohio. Assisted by the Mingo chief Half-King, Washington moved through the wilderness. Along the way, he learned that a large French force was already at the forks constructing Fort Duquesne. Establishing a base camp at Great Meadows, Washington attacked a French scouting party led by Ensign Joseph Coulon de Jumonville, at the Battle of Jumonville Glen on May 28, 1754. This attack prompted a response and a large French force moved south to deal with Washington. Constructing Fort Necessity, Washington was reinforced as he prepared to meet this new threat.   In the resulting Battle of Great Meadows on July 3, his command was beaten and ultimately forced to surrender. Following the defeat, Washington and his men were permitted to return to Virginia. These engagements began the French Indian War and led to the arrival of additional British troops in Virginia. In 1755, Washington joined Major General Edward Braddocks advance on Fort Duquesne as a volunteer aide to the general.   In this role, he was present when Braddock was badly defeated and killed at the Battle of the Monongahela that July. Despite the failure of the campaign, Washington performed well during the battle and worked tirelessly to rally British and colonial forces.   In recognition of this, he received command of the Virginia Regiment. In this role, he proved a strict officer and trainer. Leading the regiment, he vigorously defended the frontier against the Native Americans and later took part in the Forbes Expedition which captured Fort Duquesne in 1758. Peacetime In 1758, Washington resigned his commission and retired from the regiment. Returning to private life, he married the wealthy widow Martha Dandridge Custis on January 6, 1759, and took up residence at Mount Vernon, a plantation he had inherited from Lawrence. With his newly obtained means, Washington began expanding his real estate holdings and greatly expanded the plantation. This also saw him diversify its operations to include milling, fishing, textiles, and distilling. Though he never had children of his own, he aided in raising Marthas son and daughter from her previous marriage. As one of the colonys wealthiest men, Washington began serving in the House of Burgesses in 1758. Moving to Revolution Over the next decade, Washington grew his business interests and influence. Though he disliked the 1765 Stamp Act, he did not begin publicly opposing British taxes until 1769 when he organized a boycott in response to the Townshend Acts. With the introduction of the Intolerable Acts following the 1774 Boston Tea Party, Washington commented that the legislation was an invasion of our rights and privileges. As the situation with Britain deteriorated, he chaired the meeting at which the Fairfax Resolves were passed and was selected to represent Virginia at the First Continental Congress. With the Battles of Lexington Concord in April 1775 and the beginning of the American Revolution, Washington began attending meetings of the Second Continental Congress in his military uniform. Leading the Army With the Siege of Boston ongoing, Congress formed the Continental Army on June 14, 1775. Due to his experience, prestige, and Virginia roots, Washington was nominated as commander in chief by John Adams. Accepting reluctantly, he rode north to take command. Arriving at Cambridge, MA, he found the army badly disorganized and lacking supplies. Establishing his headquarters at the Benjamin Wadsworth House, he worked to organize his men, obtain needed munitions, and improve the fortifications around Boston. He also dispatched Colonel Henry Knox to Fort Ticonderoga to bring the installations guns to Boston. In a massive effort, Knox completed this mission and Washington was able to emplace these guns on Dorchester Heights in March 1776. This action forced the British to abandon the city.  Ã‚   Keeping an Army Together Recognizing that New York would likely be the next British target, Washington moved south in 1776. Opposed by General William Howe and Vice Admiral Richard Howe, Washington was forced from the city after being flanked and defeated at Long Island in August. In the wake of the defeat, his army narrowly escaped back to Manhattan from its fortifications in Brooklyn. Though he won a victory at Harlem Heights, a string of defeats, including at White Plains, saw Washington driven north then west across New Jersey. Crossing the Delaware, Washingtons situation was desperate as his army was badly reduced and enlistments were expiring. Needing a victory to bolster spirits, Washington conducted a daring attack on Trenton on Christmas night. Moving Towards Victory Capturing the towns Hessian garrison, Washington followed up this triumph with a victory at Princeton a few days later before entering winter quarters. Rebuilding the army through 1777, Washington marched south to block British efforts against the American capital of Philadelphia. Meeting Howe on September 11, he again flanked and beaten at the Battle of Brandywine. The city fell shortly after the fighting. Seeking to turn the tide, Washington mounted a counterattack in October but was narrowly defeated at Germantown. Withdrawing to Valley Forge for the winter, Washington embarked on a massive training program which was overseen by Baron Von Steuben. During this period, he was forced to endure intrigues such as the Conway Cabal, in which officers sought to have him removed and replaced with Major General Horatio Gates. Emerging from Valley Forge, Washington began a pursuit of the British as they withdrew to New York. Attacking at the Battle of Monmouth, the Americans fought the British to a standstill. The fighting saw Washington at the front working tirelessly to rally his men. Pursuing the British, Washington settled into a loose siege of New York as the focus of the fighting shifted to the southern colonies. As commander in chief, Washington worked to direct operations on the other fronts from his headquarters. Joined by French forces in 1781, Washington moved south and besieged Lieutenant General Lord Charles Cornwallis at Yorktown. Receiving the British surrender on October 19, the battle effectively ended the war. Returning to New York, Washington endured another year of struggling to keep the army together amid a lack of funds and supplies. Later Life With the Treaty of Paris in 1783, the war came to an end. Though immensely popular and in position to become a dictator if he desired, Washington resigned his commission at Annapolis, MD on December 23, 1783, confirming the precedent of civilian authority over the military. In later years, Washington would serve as president of the Constitutional Convention and as the first President of the United States. As a military man, Washingtons true value came as an inspirational leader who proved capable of keeping the army together and maintaining resistance during the darkest days of the conflict. A key symbol of the American Revolution, Washingtons ability command respect was only surpassed by his willingness to cede power back to the people. When he learned of Washingtons resignation, King George III stated: If he does that, he will be the greatest man in the world.

The Punishment Is The Third Leading Cause Of Death For...

Phoebe Prince committed suicide within her home a couple months after being constantly bullied by fellow classmates. Ultimately those classmates were held accountable but made plea deals to only be charged with a misdemeanor and were sentenced to do some community service. How is it that a life is taken and yet no one is truly held responsible? There are multiple cases similar to this and so far there have been no changes with our justice system. According to Centers for Disease Control (CDC) and Prevention, â€Å"Suicide is the third leading cause of death for young adults.† It is clear that within the judicial system, the guilty party needs to be held accountable with a greater amount of punishment. While there are many resources available to victimized children of today’s society, the punishment for the bully is far more lenient than it should be, sending the wrong message to bullies and parents. A change in a harsher punishment or criminal charges on a bully and inv olving the guardians, is one way that could put a stop to bullying. When it comes to bullying nearly everyone has heard of the old saying, â€Å"kids will be kids.† This was during the time when this behavior only happened on the playground. With a changing society the term bullying has also been altered. No single factor puts a child at risk of being bullied or bullying others. Bullying can happen anywhere. The term bullying is defined as, â€Å"unwanted, aggressive behavior among school aged children that involves a realShow MoreRelatedEssay on Causes of Depression in the Millennial Generation1523 Words   |  7 PagesCauses of Depression in the Millennial Generation Depression has possibly at one time affected or currently affects almost every living individual worldwide. 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