Abstract
This paper discusses how John Paul Jones and Sir Guy Carleton consciously went against traditional and accepted methods related to warfare and used their own better judgment in order to accomplish some of the most important military victories of the Revolutionary War period. The paper compares their histories, characters, military leadership skills and political views as well as the main events of the Revolutionary War in order to demonstrate how both men often rejected traditional methodologies related to warfare and governance and utilized their own better judgment to advance the causes of their beloved nations.

From the Paper
"Carleton's life prior to the American Revolution was truly steeped in British politics and a myriad of serious problems associated with Canada, particularly related to French occupation and the native indigenous Indians, but by early 1774, it became clear to Carleton that the American rebellion against the British Empire posed a number of dire threats to the security of Great Britain and to King George III's iron-fisted control of the colonies. Thus, in September of 1774, Carleton ordered two British regiments to the city of Boston after being told by Major-General Thomas Gage that an uprising by the city's armed militias was imminent. One of these regiments was known as the Royal Highland Emigrants, "a group of British colonists that had settled in Canada in the 1750's and was devotedly loyal to the English Crown in return for being granted large parcels of unsettled lands" which at the time were home to thousands of Indian tribes. "

Tags:colonists, navy, Independence

Abstract
This paper takes a look into the life and career of Carleton "Carly" Fiorina, beginning with her education and ending with her dismissal from the CEO post of technology giant Hewlett-Packard (HP). In addition to her strong influence in the business world, the paper discusses Fiorina's early struggles to find her niche prior to joining HP. and explores her ideas and decisions that affected the company's innovation, product lines, marketing operations, organizational structure, human resources, and overall success. The paper concludes that Fiorina's firing was based foremost upon the 50 percent decrease in HP's stock price throughout her leadership tenure.

From the Paper
"In terms of innovation, the printer manufacturer had begun to lose its competitive edge. In this order of ideas, they have not come with an entirely innovative printer since 1984 and most of their energies had been channelled towards the PC sector. In this industry however, their primary goal was to achieve significant cost reductions, rather than implement elements of novelty. Fiorina indented to speed up technologies, but failed to understand the real risks of the new ventures.
"Relative to the organization as a structure, Fiorina decided to offer increased power to four managers in an attempt to unify the corporate departments. This did not retrieve the desired results as an integration within an overall Net strategy had been delayed."

Tags:Hewlett-Packard, HP

From the Paper
" Carleton E, Watkins was a true pioneer. He was one of the leaders in photographing hard-to-reach parts of the American West and his pictures played a major role in the development of the federal parks system. Despite the rigors of travel Watkins also made advances in photographic processes and camera design. Most significantly Watkins was a leader in elevating landscape photography to an art and his influence was felt for generations. Like many pioneers Watkins was engaged in sending back reports that encouraged others to follow. In his case the popular photographs helped shape the prevailing view of the West as a place "to find freedom and to escape the constraint and congestion of urban living." In one respect, however, Watkins was not a pioneer. Sadly, after decades of hard work and international acclaim, Watkins, like too many artists before him.."

Abstract
This paper analyzes the Quebec Act of 1774, passed by the British Parliament under Lord North (Lawson). The second document is a letter from Guy Carleton to Lord Dartmouth, written on 11 November, 1774. At that time Carleton was Governor of Canada, and Dartmouth was Secretary of State for the Colonies in Britain (Francis, Jones and Smith). The primary issue dealt with by these two documents was the difficult situation in Quebec.

Tags:quebec, british, carleton

Abstract
This paper explains what prions are and how degenerative brain diseases result from abnormal prions. The paper discusses professor Stanley Prusiner's discovery of prions and pediatrician Carleton Gajdusek's contributions to this discovery, as well as the prion diseases themselves. Additionally, the paper explains the infectious nature of the prion protein and explains the progression of prion diseases and tests used to diagnosis the disease.

From the Paper
"Recent cases of Mad Cow Disease have focused the public attention on prion diseases and the small proteins that are believed to cause them. The scientific community has been slow to recognize this mechanism of disease, since prion-caused encephalopathies can demonstrate diverse symptoms, and share characteristics with other disorders, such as dementia."

Tags:human, chromosome, neural, tissue, normal, conformation, cellular, role, enzymes

Abstract
Examines the leadership of women in the workplace and in politics. Comparison to male counterparts. Hostile environment created by male decisioin-makers. Gives examples of women who have achieved leadership roles: Carleton Fiorina, head of Hewlett-Packard. Katherine Hudson, head of W.H. Brady. Female political leaders in Ireland, Sri Lanka, Indira Ghandi.

From the Paper
"Introduction

In spite of the massive entry of women in the workplace and the increasing numbers of women in mid-level managerial positions, gender equality at the workplace remains elusive to women today. Working in a world dominated by male decision-makers and their established practices, women encounter a variety of barriers impeding their surge to the top of their careers. One of the most significant factors is cultural stereotype. To many CEOs, women cannot compete against their male counterparts because they get pregnant and are responsible for domestic tasks. In this hostile environment, it is little wonder that women earn 75 percent of men s wages and have only 11.2 percent of the executive jobs in FORTUNE 500 companies (Greenfield, 1999, p. 72)."