Savage Inequalities essays

Savage Inequalities essays Jonathan Kozol's Savage Inequalities is a haunting, disturbing look at the condition of some of America's schools. Throughout the book, he describes the conditions in several cities: crumbling school buildings, teachers who do not care about the students, astronomical dropout rates, abysmal environments, and much more. Savage Inequalities posits that the leading problem in the school system is the condition of these neglected schools, and that this constitutes a social problem. Kozol views this social problem, and its causes, from a conflict theorist perspective. The definition of a social problem, is as follows: "conditions, processes, or events that are identified as negative by analysts or by significant numbers of other people and that affect large numbers of people, stem from social causes, and/or can be solved through social action". The first clause in this definition of a social problem is its negativity, and whether or not it is recognized as a problem. It is difficult to argue that the conditions of these schools, and the areas in which they are located, can be anything but negative. These schools have administrative problems (Kozol 124), decaying buildings (Kozol 23-24, among dozens of other examples), and poor-quality teachers and guidance counselors (Kozol 113, others). They are overcrowded (Kozol 158-160), and it is assumed that the way to alleviate this problem is for half of the student body to drop out of school at some point (Kozol 112-113). Among these problems, the conditions of some of the school buildings are outstan dingly appalling; for example, at Morris High School, in the South Bronx, Blackboards . . . are "so badly cracked that teachers are afraid to let students write on them for fear theyll cut themselves. Some mornings, fallen chips of paint cover classrooms like snow. Teachers and students have come to see humor in the waterfall that courses down six flights of stairs after a heavy rain." O...

Maria Tallchief

Maria Tallchief Dates: January 24, 1925 - April 11, 2013Known for: first American and first Native American prima ballerinaOccupation: ballet dancerAlso known as: Elizabeth Marie Tall Chief, Betty Marie Tall Chief Maria Tallchief Biography Maria Tallchief was born as Elizabeth Marie Tall Chief and changed her name later to Europeanize it for career reasons. Her father was of Osage descent, and the tribe was the beneficiary of oil rights. Her family was well off, and she had ballet and piano lessons from age three. In 1933, pursuing opportunities for Maria and her sister, Marjorie, the Tall Chief family moved to California. Marias mother wanted her daughters to become concert pianists, but they were more interested in dance. One of Marias early teachers in California was Ernest Belcher, father of Marge Belcher Champion, wife and professional partner of Gower Champion. As a young teen, Maria, with her sister, studied with David Lichine and then with Bronislava Nijinska, who in 1940 cast the sisters in a ballet at the Hollywood Bowl that Nijinska had choreographed. After high school, Maria Tallchief joined the Ballet Russe in New York City, where she was a soloist. It was during her five years at the Ballet Russe that she adopted the name Maria Tallchief. While her Native American background led to skepticism about her talent by other dancers, her performances changed their minds. Her performances impressed audiences and critics. When George Balanchine became ballet master at the Ballet Russe in 1944, he took her as his muse and protege, and Maria Tallchief found herself in increasingly prominent roles which were adapted to her strengths. Maria Tallchief married Balanchine in 1946. When he went to Paris, she went as well and was the first American-born woman dancer to perform with the Paris Opera, in Paris and later with the Paris Opera Ballet in Moscow at the Bolshoi. George Balanchine returned to the US and founded the New York City Ballet, and Maria Tallchief was its prima ballerina, the first time an American had held that title. From the 1940s to the 1960s, Tallchief was one of the most successful of ballet dancers. She was especially popular and successful as and in The Firebird beginning in 1949, and as the Sugar Plum Fairy in The Nutcracker beginning in 1954. She also appeared on television, made guest appearances with other companies, and appeared in Europe. Having been trained by David Lichine early in her dance education, she played Lichines teacher, Anna Pavlova, in a 1953 movie. Tallchiefs marriage to Balanchine was a professional but not personal success. He began to feature Tanaquil Le Clerq in key roles, and he did not want to have children, while Maria did. The marriage was annulled in 1952. A brief second marriage failed in 1954. In 1955 and 1956, she was featured at the Ballet Russe de Monte Carlo, and in 1956 she married a Chicago construction executive, Henry Paschen. They had a child in 1959, she joined the American Ballet Theatre in 1960, touring America and the USSR. In 1962, when the recently-defected Rudolf Nureyev debuted on American television, he chose Maria Tallchief as his partner. In 1966, Maria Tallchief retired from the stage, moving to Chicago. Maria Tallchief returned to active participation in the dance world in the 1970s, forming a school connected with the Chicago Lyric Opera. When the school was the victim of budget cuts, Maria Tallchief founded her own ballet company, the Chicago City Ballet. Maria Tallchief shared duties as artistic director with Paul Mejia, and her sister Marjorie, also a retired dancer, became the schools director. When the school failed in the late 1980s, Maria Tallchief again became associated with the Lyric Opera. A documentary, Maria Tallchief, was created by Sandy and Yasu Osawa, to air on PBS in 2007-2010. Background, Family Father: Alexander Joseph Tall ChiefMother: Ruth Porter Tall Chief (Scots-Irish and Dutch ancestry)Siblings: one brother; sister Marjorie Tall Chief (Tallchief) Marriage, Children husband: George Balanchine (married August 6, 1946, annulled 1952); choreographer and ballet master)husband: Elmourza Natirboff (married 1954, divorced 1954; airline pilot)husband: Henry D. Paschen (married June 3, 1956; construction executive)daughter: Elise Maria Paschen (born 1959; poet, writing teacher) Education piano and ballet lessons from age 3Ernest Belcher, ballet teacher (father of Marge Champion)David Lichine, student of  Anna PavlovaMadame (Bronislava) Nijinski, sister of Vaslav NijinskyBeverly Hills High School, graduated 1942

Assess the claim that both sex and gender are systems of social Essay

Assess the claim that both sex and gender are systems of social classification - Essay Example This essay will involve the analysis of whether sex and gender are part of the social classification systems. Just like races and ethnic categorization in the society, gender and sex are socio-historical determined. Gender develops as people grow in the society, and it depends on the societal beliefs and cultural practices. It does not fall into the group of things people are born with but rather something that people do. Sex refers to the biological differences in the hormonal profile and the external sex organs while gender refers to the characteristics of the society or culture, and they categorize the people in the community as either masculine or feminine. For instance, societies have responsibilities and identities associated with either the masculine or feminine in the society. The acquisition of gender characteristics come through the socialization process and the interaction of people in the society (Strathern 1995). Socialization involves the acquisition of the values and traditions in the society and it takes place in a gradual form as one grows. A child born in a given setting will grow up holding on the values applicable in that community. This indicates that the society plays an i mportant role in defining the gender roles according to the sex of an individual. The common sense in the current society differentiates culture into two different aspects of human beings. The biological sense of womanhood lies in the womb, however, culture and societal values have transformed the definition of a woman (Stolcke, p.18). The analytical concept of gender challenges the universal biological concept because of the variations in the societal values. Martin egg outlines that the society believes in the cultural values to define biological concepts regarding human beings. The scientific books define male and female as egg and sperm. The society believes that the biological

Corporate Finance Company Profile Ebay Essay Example | Topics and Well Written Essays - 1250 words

Corporate Finance Company Profile Ebay - Essay Example A significant boost is recorded in the year 2008 mainly due to the control on revenue expenditures and also on the fixed charges which are in the form of interest expense. The credit mainly goes to the management who has taken corrective measures like controlling fixed and operating expenses which have made a significant impression on eBay’s net income. The slight increment in cash and cash equivalent in the year 2008 with 20% as compared to the year 2007, may be a result of the fact that the company has invested in securities, paying-off liabilities, etc. It is quite obvious that management has been able to implement effective cash management techniques. The cash flow of eBay from 2006 to 2008 suggests that its operating activities are slightly high in the year 2008, amounting to $2,881,995m in comparison with the rest of the years, due to its massive business volume and operations; there has been an increase in the operating activities of the company. EBay’s management has, however, made huge investments in property plant and equipment, because of which its investing activities are higher in the year 2008, primarily, due to the principal loans receivable, in comparison with the years 2006 and 2007. eBay’s financing activities mainly consist of repurchases of common stock. The sole reason behind treasury stock is to regain the market position by increasing the value of its stock. eBay’s management has never paid cash dividends on their stocks and also there is no clear indication of it happening in the near future. And hence it is impossible to observe the dividend yield and dividend growth pattern of eBay (Annual Reports, 2008). Due to the expansion in the business company require some fixed asset for maximum use of the resources for uplifting the business operation and meets the customer demand so there is a slight variation in the year 2008 with respect to other years.

Retail Industry in the UK for the Last Quarter of 2011 Essay

Retail Industry in the UK for the Last Quarter of 2011 - Essay Example The UK retail sector contributes 8% towards the country’s GDP which includes the UK retailers going overseas and expansion of e-commerce beyond the borders of the United Kingdom (Farfan, 2011). However, retailers in the UK face a huge challenge as they struggle to cope with the sudden deterioration in consumer demand and willingness to purchase. This report presents an in-depth analysis of the key factors that influence the development of the retail sector while evaluating which sectors offer the most potential. 2. Overview of the retail sector 2.1 Top retailers - UK The top four retailers in the UK include Tesco, Asda, Morrisons and Sainsbury and together they account for about 80% of the retail food sales in the UK (Farfan, 2011). Even though recession impacted the individual retail chains, there were not many substantial changes in the largest retail UK chains. The largest retail chains held their ranking order because there were no changes observed. Two major changes that occurred in 2011 in the UK retailing industry were that the apparel retailer Arcadia group and department store Debenhams lost their spots in the World’s largest retailing list completely. ... 2.2 Causes of decline in consumer shopping The retail sector witnessed a healthy start to 2011 as figures showed that sales on high street were up 9% year-on-year which provided a new boost to the British mid-market retailers (Sillitoe, 2011). Fashion sales, non-fashion trading and homeware sales had all witnessed growth in sales. However, the economic and survey data suggest a slowdown in activity, which poses a challenge for the UK retail sector. Following the recession the economic growth has been slow which reflects the weak consumer sector and the rising unemployment. The economy is expected to grow by 2.0% in 2012 but the retail sector continues to be grim (Retail Economics, 2011). Consumer spending had fallen for four consecutive quarters before September 2011. Consumer spending in the second quarter of 2011 declined by 1.7% compared with the same period last year. Real disposable incomes have been affected due to high levels of inflation and low earnings growth. Besides, taxe s have been imposed and benefits cut, which further affects the household disposable income. Fears about job security and personal finances have contributed to low consumer spending. The consumer spending is expected to slow down further as consumer debt rises, assisted by rising interest rates and inflation (Prospects, 2012) and stagnant wage growth and rising unemployment (Leach, 2011). House prices and job security also affect how people shop. Consumer confidence has waned because people will shop only if they feel optimistic about the situation. When they lack confidence in their own financial security, naturally the spending will be reduced. There has been a slow growth in the retail sector as the operating costs and the cost of credit have risen. The

Psychological Contract And Motivational Problems Management Essay

Psychological Contract And Motivational Problems Management Essay The recent change of management at Wingos incorporating the new mission statements has seen a lot of changes with employees both the managers and non-managers. This report will analyse the current issues at Wingos (Reading Store), what as gone wrong, why it has gone wrong and how to make it better. The acquisition of Wingos by Melrose Plc has brought about a drastic change which has seen a change in the management style. Staffs have embraced this change with resentment and resistance which will be outlined in the report. Some staffs have become disillusioned and left while some had decided to stay and resist the changes and this as seen a great rise in lateness and absenteeism as well as low productivity. The fundamental areas addresses are the psychological contract, motivation and the management problems. This report has been structured in the following way. The first part addressed the issues with the use of relevant theories and research. The second part draw up conclusions on the findings and analysis and finally, the third part of the report suggested some attainable recommendations. One major problem identified with Wingos is the psychological contract. The psychological contract has been broken on both the management and the employees side. According to Robinson, Kraatz, Rosseaus(1994) the psychological contract is an unwritten agreement that exist between employers and their employees, meaning what employers expects from it employees and what the employees expect of their employers (Mullins, 2005). As well as the managers expectation of the staffs such as displaying a positive attitude, be responsive to leadership influence and working diligently, the employees also expects the management to be fair, trustworthy and create opportunities for development (Boddy, 2008). Before the new management started, the staffs dwell on the old psychological contact which is I will work hard for and act with loyalty towards my employer. In return I expect to be retained as an employee provided I do not act against the interests of the organisation. I also expect to be given opportunities for development and promotion should circumstances make this possible. (Torrington et al, 2008). The new Wingos management have broken this psychological contract. Staffs who had joined straight from school and having the impression for a job for life, hoping to stay until retirement and get promoted according to their length of service has seen all of this taken away from them. This has resulted to lack of commitment from staffs as well has lack of motivation. Some of the staffs believe the new management has broken the psychological contract and this can be supported by Parks Kidder (1994) who suggest that when the psychological contract is broken, staff reduce their commitment to the organisation and some of them are less willing than ever to give their all for the good of their organisation. (Cited in www.internationalmta.org). Some staff playing by the old psychological contract became disillusioned and left the organisation whilst some staff decided to stay and resist the changes. This action can be supported by Herriot and Pemberton (1995) where they describe a typical reaction to breach of the psychological contract as to leave to stay or keep your head below parapet, or to stay and take your revenge. Some of the staffs that decided to stay and resist the change can be seen as taking revenge against the management and by doing this, it could lead to de-motivation and can result in low productivity and high absenteeism. B. MOTIVATIONAL PROBLEMS Motivation is one of the major problems Wingos is facing currently. De-motivation has been made obvious by the attitude and behaviours of the staff after the change in management. Motivation is very important to Wingos because there are a lot of potential gain from it such as high productivity, low labour turnover and low absenteeism. It is obvious from the staffs that they are de-motivated seeing from their performance as well as the stores performance. There is evidence that staff had low morale and according to Herzberg 2 factor theory (1959) the staffs wants to have a sense of achievement, and chance of improvement (Mullins, 2005). Staffs come in whenever they want, the shop floor looks generally untidy which reduces productivity and staff are not in agreement. 1. Low Productivity: Less motivated staffs tend to have low productivity. It is evident that the traditional Wingos and the new Wingos have productivity issues. With the traditional Wingos profit had fallen drastically which lead to the new system but despite productivity did not improve. The lack of motivation has resulted in some staff delivering reduced level of productivity. Low productivity could be as a result of various factors. Such factors includes competency (www.team buildinginc.com) that is the staffs from the traditional Wingos had fairly routine work and not particularly challenging, which means they were not really interested in the root of how to carry out their work. And in the new Wingos, conversations with various staffs have made it clear that staffs find it difficult to do their job properly because of general lack of training. Taylor (1911) motivation theory describes how the application of scientific methods to the management of workers could improve productivi ty. (www.netmba.com). He also went ahead to argue that workers need close supervision and control to enjoy there work and they should be given the necessary training in other for them to work efficiently. McGregors (1960) Theory X supports this reaction that workers are viewed as lazy and wish to avoid responsibility (www.tutor2.net). Another factor which can cause low productivity is the productivity standard (www.teambuildinginc.com). It is evident at Wingos that there has been lack of communication between the staff and their line managers and the line managers with their district manager. There are no set standards or clear definition of the standard performance and this could result to de-motivation amongst staff. Locke (1975) supports this reaction to identify this motivation behaviour. According to Lockes goal- setting theory Wingos staffs have been de-motivated because there is no clear goals on what they need to achieve to increase productivity and there is no appropriate f eedback on why there has been decrease in their productivity (Mullins, 2005). 2. Lateness and Absenteeism: Following the acquisition by Melrose Plc and the introduction of new ways of doing things and also the break in the psychological contract, there has been a marked increase in lateness and absenteeism. This lateness and absenteeism increase could be as a result of various factors such as stress. Mitch McCrimmon in his article on How to Manage Absenteeism states that Motivated employees overcome obstacles to make it to work. The key to reducing employee absenteeism is to create a culture where employees want to come to work. (www.suite101.com). He also mentioned that factors such as stress keep staffs away from work because they are not motivated enough to be at work in the first place. Signs and Symptoms of stress within Wingos staffs includes low morale, absenteeism, performance (levels of produce wastage were high), relationship at work (tension and conflict between colleagues) etc. According to Vroom (1964) motivation theory, he believes that all three core concept of his expectancy theory must be met for staffs to be motivated. Currently, staffs at Wingos are not getting the intrinsic rewards they expect such as caring managers. All of this could lead to stress and as a result lateness and absenteeism is common. 3. Lack of Team Spirit: Another problem identified was the lack of team spirit. Staff are not seen to be productive because they are seen working on their own and there was less practiced of team working. The lack of team spirit as seen, as resulted to staff feeling de-motivated and lacking direction. One staff cannot do a teams work and if the team is not working together, individual will become stress which could lead to de-motivation and the task will not be achieved. This can be supported by Adairs model of leadership function that a task needs to be achieved by not one person but a team, the team needs should be met because if not met, an individual will be dissatisfied which could lead to de-motivation and the performance of the task will be impaired (www.teambuilding.co.uk). This therefore suggests that, management has set up teams and has not directed in the right way and therefore leaving the staffs de-motivated. 4. Personality Issues: Huczynski and Buchana(2007) defines personality has The psychological qualities that influence an individuals characteristic behaviour patterns in a stable and distinctive manner. (cited in Armstrong,2009) The differences in an individual can determine what motivates them. Every person is different from every other person in some respects but similar in other respects. As it can be seen with the staffs, some staffs left the company because the psychological contract of promotion was broken while some staff stayed behind to resist the change. C. MANAGEMENT PROBLEMS 1. Leadership Style/Management Structure: One major issue identified is the leadership and management style. About.com 18/11/09 defines leadership as the art of motivating a group of people to act towards achieving a common goal (www.about.com). The current situation in Wingos suggests that there is a fault with the leadership because, rather than the employees getting motivated, they have been de-motivated. According to Carnall (2007) when problems such as low motivation and low morale of employees, conflict between departments as seen amongst full-time and the weekenders and lack of capacity to adapt to changing circumstances as seen with the staffs generally occurs then there is a reason to conclude that the structure of the organisation is poor (Carnall, 2007). It has become obvious that most of the staff in regardless of their working time or days have found the top-down management style oppressive. According to Kotter (1990) Management is more to do with planning, controlling and putting appropriate structures and systems in place while leadership is more to do with anticipating change, coping with change and adopting a visionary stance. (McKenna, E 2001). Before February 2008, the management style that exists was the Laissez- Faire style. Managers provided little or no direction and gives staffs as much freedom as possible. After March 2008, the management adopted the autocratic leadership style. Manages retain as much power and decision making and did not consult staffs or allowed them to give any input. Herzbergs (1966) two factor theory supports this behaviour that before the change, staffs were motivated by the motivators (satisfier) such as chance of promotion, sense of achievement, interest in the job etc. While after the change, with the hygiene factors such as pay, company policy, the kind of supervision etc do not lead to higher levels of motivation but without them there is dissatisfaction (www.accel-team.com). Scholl (1981) claims that pay alone will not motivate an individual (Mullins, 2005). 2. Performance Management System (PMS): The critical factor of bringing this change in to place is to have the right number well trained staff and motivated. As a result of this change, the opposite of the aim was evident. Staffs were easily de-motivated and lost their morale which can be seen as a result of the managers behaviours. The managers assume according to McGregor Theory X (1960) that employees must be threatened with punishment to get them to put in adequate effort at work (Thomson, 2002). The staffs felt the system is unfair and this is as a result of improper use by the managers. This is an evidence of the autocratic leadership style. The managers can be seen not consulting the staffs or allowing them to give any inputs. The system that has been put in place to benefits the company, the managers and the staffs by seeing to the needs and development of staffs has been used improperly. Some studies over the past years shows that this type of leadership could see organisati on having high turnover and absenteeism and this is evident at Wingos. (www.essortment.com) 3. Lack of communication: Wingos has introduced a drastic change following being part of Melrose Plc. The management style had change. There is no evident to suggest that staff were fully enlightened about the new changes introduced. One main complaint identified was that there is lack of communication between employees and the management and even within the managers and the next level up. 4. Lack of training: Staffs had not been properly trained on the new changes and this has reduced their output and not able to do their jobs properly. CONCLUSION The analysis and findings concludes that staffs have become de-motivated as a result of the drastic change in the management and leadership style. The change has caused insecurity amongst the staffs such as staffs leaving and some staying back to resist the change. Psychological contract as been broken and which has seen some staff left the company and there has been low productivity. This is supported by Parks Kidder (1994). Managers had used tools such as Performance Management System which is supposed to motivate staff to de-motivate them. There has been lack of communication which has resulted to staffs being resentful and resisting change. All this issues needs to be addressed for the company to be successful. If not resolved, there could be a further decrease in productivity, increase in absenteeism and staff loss to competitors. In other for all of this to be resolved, there are key areas that need to be addressed, such as the psychological contract, motivation of staffs and the management style. RECOMMENDATION Psychological Contract Due to the fact that, the psychological contract is perceived to have been broken, a new contract should therefore be established. Rousseau and Greller (1994) describe the psychological contract as a contract that encompasses the actions employees believe are expected of them and what response they expect in return from the employer.'(Cited in www.gowerpublishing.com). The only way for staffs to be aware of the actions expected of them by the management and what response they expect in return from the management is by undertaking a staff survey, to be completed by both staffs and managers. This should help identify the expectation from both staff and could help understand the new contract. Effective Change For an organisation to be successful when carrying out changes, there are three necessary conditions to be met which includes awareness, capability and inclusion (Carnall, C). It is important for staff to be aware of the changes that are going to take place in any organisation because according to Mayo (1949), he concluded that workers are best motivated when there is better communication between them and their managers. (www.tutor2u.net). As well as communicating with staffs, if they are included in the decision making, they are more likely to accept change. Staffs also need to be capable and be sure they know what is required of them and this can only be effective if staffs are given adequate training. Therefore, it is recommended that staffs should be well informed by having regular meetings with their line managers (this can bridge the gap between the full-time staffs and the weekenders and also create good team spirit), staffs should be well trained in other for them to do their jobs accurately and should be involved with decision making by creating suggestion boxes and implementing some of the suggestions. And if a suggestion is used, the staff should be rewarded. Employee Appraisal It is recommended that, the management re-visit the PMS which is to see to employee appraisal rather than punishment. Staffs needs to understand why the PMS has been put into place and what benefits are available for them in it. Staffs have different personality and are diverse in their own way and managers needs to understand the individual needs of their staffs. Following a staff appraisal, knowing that the managers are aware of their personal needs and goals, they will tend to be more motivated, and in return there will be high productivity, high labour turnover and staff retention. Relationship The managers should develop an interest in their staffs by getting to know them, their way of life and their families. According to a CIPD survey, a good relationship between employees and line manager is the most important factor for motivating staff and establishing a positive psychological contract (Thomson, 2002). The staff appraisal can also build the relation between the staff and their managers. One of the benefits of appraisals is that, staffs experience improved relationship with their managers and vice versa (Thompson, 2002). This recommendation can help build the gap between the workforce by creating a good team spirit. Monitoring Absence Staffs sickness absence should be monitored. It is recommended that line managers should interview staffs when they return back to work to identify the reason for their sickness. And if the sickness is work related, managers should ensure that the situation is dealt with appropriately. Management Training The type of leadership style recommended at Wingos is the Democratic style. Before February 2008, the type of leadership practiced was the Lassie Faize style which saw the company going down. After March 2008, the new management introduce the autocratic style which saw staff de-motivated and some staff left the company. Introducing the democratic leadership style, will increase motivation amongst staff and staffs will support the vision of the company and the company generally will see growth. Therefore, all managers should be trained on how to motivate their staffs and learn the approach of the democratic or participative leadership style. Although this is a good recommendation as it will see increase in staff inputs towards Wingos, however cost of training should be considered. Exit Interviews Retention of employees should be addressed by interviewing staffs before they leave to identify why they are leaving. If the reason for leaving is given, it should be dealt with in a positive way and it should be treated discreetly. Although some staffs may choose not to disclose their actual reason of leaving, it is highly recommended that manager doing the exit interview should not be well known to the staff leaving. This is because staffs tend to open up more when they are in a neutral environment.

The Fall of the Roman Empire Essay -- Decline of Ancient Rome

The Roman Empire was, without a doubt, the most powerful governing body in the Mediterranean that ever was. At the peak of the Roman Empire, in the mid part of the first century, it covered about half of Europe, much of the Middle East, and the north coast of Africa. So why did Rome fall? There was not one cause that led to the fall of Rome, but many things occurring in succession to each other. After the reign of Tiberus, there were many poor leaders, two of which were Caligula and Nero. Caligula killed his sister, among many other people and made his favorite horse a senator. Nero murdered his wife and mother and was accused of setting fire to Rome. Such deeds were common because the laws of the empire favored the rich landowners and who ordered and were the target of many assassinations (Gibbon, 70). It is true when it is said that Rome was not built in a day. Nor did it fall in a day. Many factors contributed to the ruin of the Roman Empire. The two most important factors were this: the cities consumed without producing and disease ravaged the Roman world. After the Punic wars with Carthage, Rome acquired many new lands that it did not have before. The farmers of these lands came to the cities, only knowing how to farm and fight wars. With their farms were destroyed, some were able to fight for the professional army, but others were left with nothing to do. These first families had no skills to pass down to their descendants. Generations passed and soon there were no more people that knew how to farm or earn a living. The powers of Rome made this worse by not educating the masses that first came to the cities after the Punic Wars (Stambaugh, 125). During peace times it was easy to govern these areas but du... ... their entire civilization was based on war, greed, and arrogance. Bibliography Baker, Simon. "Ancient Rome: The Rise and Fall of An Empire" BBC Books; Reprint edition, 2007 Coolidge, Olivia E. "Lives of Famous Romans." American Home School Publishing, 2007. Gibbon, Edward. "The Decline and Fall of the Roman Empire." Everyman's Library, 2010. Grant, Michael. "The Fall of the Roman Empire." Scribner, 1997. Web. 25 June 2015. http://www.jstor.org/stable/23040343?seq=1#page_scan_tab_contents Guittard, Charles. "The Romans: Life in the Empire." Millbrook Press, 1996. Roberts, J. and Westad, O. "The History of the World" Oxford University Press, 2013. Stambaugh, John E. "The Ancient Roman City." Johns Hopkins University Press, 1988. Vickers, Michael J. "The Roman World (The Making of the Past)." Peter Bedrick Books, 1989.