We Need a Constitutional Amendment to Protect the American Flag Essay

We Must Fight for the Constitutional Amendment to Protect the American Flag Free speech and the First Amendment rights do not give people lisence to desecrate a symbol of pride and freedom. It is not all right to protect those who let it burn, lighting up the sky with their hatred. It definitely is not acceptable to insult the men and women who fight every day to protect this nation by burning the symbol of their labors. Therefore, it is crucial that the Supreme Court pass the amendment to the Constitution to protect the flag of the US. When people see â€Å"Old Glory† flying, the experience should take their breath away. From the Omaha beaches in Normandy, where over three million soldiers stormed the German Nazis, to Iwo Jima, where the exhausted marines raised the proud flag, to the h...

The Misuse of Torture in Rendition Essays -- Film Analysis

What if someone you love just disappeared? The United States used this same idea to install a program known as the extraordinary rendition. It was put in place during the Clinton administration, but became publically recognized after 9/11. In the context of the movie, Rendition, rendition refers to the transfer of suspected terrorists outside of the United States to a foreign country, where harsh interrogation and torture takes place. Although Rendition was installed to protect the United States from terrorist attacks, the rendition of Anwar El- Ibrahimi represents the government’s misuse of the program. In the movie, Rendition, a terrorist bombing occurs in a foreign country and an American envoy is killed. An investigation is then dispatched, which leads to an Egyptian who has been living in the Unites States for many years and who is married to a United States citizen. This man, Anwar El- Ibrahimi, is then apprehended on his way home from a business meeting in Egypt. As Anwar El- Ibrahimi is now a terrorist suspect and is appeared to have gone missing on his flight back to the United States, his wife, Isabella El- Ibrahimi and a CIA analyst are trying to figure out where he is. The U.S government wants to find the mastermind who committed such terrorist attacks so they can prevent future attempts like these. In the movie, Alan Smith, CIA Analyst, confronts Corrine Williams, CIA’s Head of Operation Rendition, on human rights and she replies, â€Å"Honey, this is nasty business. There are upwards of 7,000 people in central London alive tonight, because of information that we elicited just this way. So maybe you put your head on your pillow and feel proud for saving one man while 7,000 perish, but I got grandkids in Londo... ...of. The fact that Anwar El- Ibrahimi is abducted under reasons not justified by the cause is crossing the line. The movie Rendition exemplifies the misuse of torture as a way to show us the difference between what is right and what is wrong. Although someone seems like a terrorist, the U.S government cannot abduct such person solely on that assumption. One must look at the background and analyze their entire lives. Torture and rendition are a very sensitive and extremely controversial issue, but one must take a step back and realize what stops the government from torturing oneself. Works Cited "Rendition Quotes." Movie Quotes - Subzin.com. Web. 22 Dec. 2010. . "Rendition (2007) - IMDb." The Internet Movie Database (IMDb). Web. 22 Dec. 2010. .

Mainframe/Pc Evolution

Mainframe/PC Evolution The evolution of mainframe computing to personal computing began with the invention of the mainframe for businesses and government use. The Personal Computer (PC) evolved from companies wanting the same information from scaled down version of the mainframe and dumb terminal. Though they both consist of data storage, processors, input and output devices. However, they have their differences. Mainframes The mainframe was invented in the 1950’s. One of the first mainframes was the Univac 1, which was delivered to the Census Bureau in 1952.It measured 25-feet by 50-feet and had a storage capacity of 1000 words or 12,000 characters (Lexikon Services, 1982). In the 1970s the mainframe changed with the development of UNIX operating system (Rogers, 2010). A mainframe according to Vaughan (n. d. ), â€Å"A mainframe is a continually evolving general purpose computing platform incorporating in it architectural definition the essential functionality required by it s target applications† (par. 5). The Mainframe is a multi-user data storage and application computing system.Mainframe systems can be a single mainframe unit or multiple mainframe units, depending on the number of users and uses, it is needed for. Information is entered in on a dumb terminal or workstation. The mainframe can be in the same room or in another room and even on a different floor. The mainframe is known for its reliability and why companies are willing to spend the half-a-million dollars or more for them. Mainframes have fast bus speeds, high cache speeds, error detection, and error correction (Rogers, 2010). Personal Computers One of the first computers to be considered a Personal Computer was the IBM PC in 1981.Others were invented from 1955. It consisted of a monitor, keyboard, and desktop base with diskette drives. It weighed 28 pounds. Companies were looking for a way to down-scale and cut the cost of the mainframe system. The Personal Computer, according to Whatis. com is a â€Å"microcomputer designed for use by one person at a time† (TechTarget, 2008, par. 1). In today’s terms it consist of a display unit, keyboard, mouse, tower or desktop that consists of a hard drive, memory, processors, mother board, and other hardware to carry out its functions as a microcomputer.The cost of a Personal Computer has become affordable over the years for an individual to purchase for home use as well as company use. The use of a personal computer varies in that it is used for company business, home computing, gaming, and has other opportunities for an individual computing needs. The PC has changed the way people do business, pay their bills, entertain themselves, and communicate. The PC can process data, run programs and applications, become a database, and can be networked into other PC’s and mainframes.The Personal Computer makes it easier for smaller companies to achieve what larger companies can do with mainframes. Pcâ€℠¢s can be networked together can share the same information, store information, and work efficiently. The hand held PC provides for computing mobility, which provides for more productivity. PC and Mainframe Comparison The mainframe is a large, reliable, multi-user computing system costing millions of dollars. If a mainframe has any downtime, the whole system and users cannot work. The PC is a small, affordable, and single user microcomputer that an individual can buy.It can be used for business and home computing. It has similarities to the mainframe; display unit, keyboard, processor, memory, information storage, and operating systems. Contrasts â€Å"Mainframe operating systems are designed primarily to optimize utilization of hardware. Personal computer (PC) operating systems support complex games, business applications, and everything in between† (Silbershcatz, Galvin, & Gagne, 2009). The mainframe is more costly than a PC. However, it is more reliable than the PC. The ma inframe can process information much faster than a PC.It also has faster bus speeds and higher cache speeds. The hardware in a mainframe has error detection and error correction for less downtime (Rogers, 2010). The PC is smaller, cheaper, and a single-user computer system. Its uses include home, business, and entertainment purposes. The PC system is can easily be moved by one person, the Mainframe system takes multiple people to move it. Conclusion The mainframe made way for the personal computer. In a large business setting a mainframe would be worth the price.The PC is continuing to evolve and is becoming smaller and more evolved as technology advances. Even though they have their differences, each serves it purpose in today’s society. References Blinkenlights Archaeological Institute. (1999-2007). Pop Quiz: What was the first personal computer? Retrieved November 26, 2011from http://www. blinkenlights. com/pc. shtml Lexikon Services. (1982-2000). UNIVAC 1 (1951) First Com mercially Available Computer. Retrieved November 26, 2011 from http://www. computermuseum. li/Testpage/UNIVAC-1-FullView-A. htm Rogers, S. (2010).Comparison and Contrast Between Mainframes and PC's. Retrieved November 26, 2011 from http://www. associatedcontent. com/article/5884114/comparison_and_contrast_between_mainframes. html? cat=15 Silbershcatz, A. , Galvin, P. B. , & Gagne, G. (2009). Operating System Concepts (8th ed. ). Hoboken, NJ: John Wiley & Sons. Inc. TechTarget. (2008). Whatis. com. Retrieved November 26, 2011 from http://whatis. techtarget. com/definition/0,,sid9_gci214279,00. html Vaughan, L. H. (n. d. ). What is a â€Å"Mainframe†. Retrieved November 26, 2011 from http://www. mainframes. com/whatis. htm

Different Forms of Fdi

Foreign Direct Investment (FDI) is an investment that is made to acquire a lasting interest in an enterprise operating in an economic other than that of the investor. In addition foreign direct investment (FDI) refers to long term participation by country A into country B. It usually involves participation in management, joint-venture, transfer of technology and â€Å"know-how†. FDI has many forms and theses can be categorized depending on the investors perspective and host country’s perspective. Investor’s perspective Controlling a foreign investment is such a big concern for an investor investing huge amounts of capital in a foreign market where it cannot be certain of success. The investor needs to control his resources such as patents, trademarks, management know-how, which when transferred can be used to determine the competitiveness position of the original holder. Horizontal Vs Vertical FDI Horizontal FDI takes place when a firm invests in the same industry as it has been operating in at home. This would be for example a soft drink company in UK investing in Uganda in the making of soft drinks like Pepsi. Vertical FDI is divided into Forward and Backward FDI. Forward Vertical; takes place when a firm invests in facilities that will consume the output of the mother company in the home country. Different economic factors encourage inward FDIs. These include interest loans, tax breaks, grants, subsidies, and the removal of restrictions and limitations. This is usually done in search for markets . Usually the company invests in distribution and market facilities that absorb and market the products of the company in Uganda . Backward Vertical FDI is the kind of FDI where a company invests in facilities that provide inputs or raw materials to the parent company. Most FDIs in the less developing countries such as Uganda are backward investments. They provide inputs for the firms industry in foreign country. Typical examples are Extraction investments in the mining industry. Host country perspective Governments always endeavor to control FDI because they feel that national interests of the host country may not well be served by the decision of a foreign investor. For example; the government of Uganda regulates the number of foreign staff that companies like MTN, Zain have to employ otherwise positions could be given to foreign employees. The concern of Government of Uganda would be to ensure investments create jobs for the local populace. The government might also need to control the level of profits repatriated or else it could cause a BOP problem. Import substitution FDIs. these are companies that are established to produce goods that have been previously imported for example Bidcos oil for cooking. Export promotion FDI. These are established to enhance and promote exportation of products to the international market, Government initiated FDIs these are established by governments to spur economic growth and development for instance the Tri-Star project between the government of Uganda and USA Greed-field investment: establishing a wholly new operation in a foreign country. The majority of investments is in the form of mergers &acquisitions: Represents about 77%of all flows in developing countries and represent about 33%of all flows in less developing countries. Fewer target firms. The preference for mergers &acquisitions is because it becomes quicker to execute. And foreign firms have valuable strategic assets which increase the efficiency FDIs inform of Joint ventures An equity joint venture is established according to the Law on Joint Ventures Using Ugandan and Foreign Investment Both profits and risks are distributed between the foreign partner and Ugandan partner according to the share of capital they contribute to the joint venture. Foreign contribution usually takes t form of â€Å"machinery and equipment, technology, cash (in convertible currencies), industrial property rights, and managerial experience†, and the Ugandan partner provides â€Å"land, factory buildings and facilities, raw materials, and cash in local currency†. A contractual joint venture, which involves no equity stake, does not necessarily lead to the creation of a new legal entity. A third party can be appointed by the foreign partner and the Ugandan partner to manage the venture, or the foreign partner can entrust the Ugandan partner to manage the venture. Profits and risks are distributed between the two partners not according to capital contribution, but predetermined by the terms and conditions laid down in the venture agreement

Delamere Vineyard Essay

â€Å"Delamere Vineyard is a small, integrated winemaking business in Tasmania, specializing in pinot noir (red) and chardonnay (white) wines. Richard Richardson, Delamere’s owner and winemaker, manages and operates the vineyard and winery largely alone. His products have won praise and awards in the past, but Richardson strives continuously to improve. Delamere competes in the high-priced segment, in which quality is paramount. Richardson is well equipped as a winemaker–with a Ph.D. in agricultural chemistry and 15 years’ experience.† (Harvard Business School, 2000) Winemaking is a very exclusive, yet competitive business that requires great care and understanding of customer demands. Problem Richard Richardson, winemaker at Delamere Vineyard, is facing a change in his production of wine with uncertainty because of his ongoing desire to improve quality and sales. He has relied on his scientific knowledge to steer his company and now would like to move forward and improve his quality of wine and increase profit. Richardson is in the process of upgrading his production process to produce a better quality product based on customer satisfaction and wine critics, and needs to make a decision on how he will implement this. Objectives/Goals Richard Richardson is facing challenges for the new direction of his company. He needs to make some decisions as to his innovative way of wine production to enhance the quality and increase his profit and sales. Richardson needs to improve customer satisfaction for his pinot noir and chardonnay wines. Richardson has to improve his marketing and advertising for the vineyard to increase sales and profit. Richardson needs to find a niche in the wine industry and set his wine apart from the other vineyards. Richardson has been making mediocre wine for the past 15 years and desires to set his company apart by increasing the quality and production of his wine to boost profit and sales. â€Å"At the establishment of his vineyard, Richardson had drawn inspiration from his scientific training and the advice and example of others who preceded him† (Harvard Business School, 2000). Richardson needs to focus on the process of developing quality wine with the purpose of meeting a large percentage of customer satisfaction without sacrificing capital or increase costs in production over a long period of time. Since Richardson is fixated on two types of winemaking, he needs to focus on the ways to improve quality and control outcome to maintain consistency throughout the years. Customers are quick to notice subtle changes in wine quality and are apt to err on the side of caution when deciding on future purchases. Wholesalers are the wineries main source of sales and they â€Å"sought consistent quality at a moderate price, and favored wines that would have wide appeal by being made in a recognizable and popular style† (Harvard Business School, 2000). Richardson is very emotionally attached to his business and takes the entire role of decision making upon himself. Richardson needs to consider insight into new trends in winemaking and procedures that have worke d in the past with other vineyards. Delamere Vineyards should be a family business built on the constant goal of improving production, distribution, sales and quality. Analysis Delamere Vineyard is currently producing pinot noir and chardonnay wines at varying qualities to satisfy the demands of the consumers. Richardson has been working on his wine selection and vineyard for 15 years and is now in search of improvement of for quality of wine. Scientific knowledge has allowed him to start and continue his business of wine making with little knowledge of the process most winemakers go through to produce a quality and enjoyable wine selections. Richardson, while his process so far has yielded positive results, is in need of reevaluating his production process and possibly the distribution process to increase his business. Richardson bears the entire responsibility of decision making for the company. â€Å"While instinct coupled with analysis may make a powerful decision-making combination, beware intuition’s pitfalls. Often, your gut is just plain wrong – because it’s subject to biases† (HBR, 2001). Decisions that involve where a company’s future is headed and changes in operations must be made with a clear head, and the long time notion of three heads are better than one should come into play. Richardson admits that sales is dependent on the quality of the wine. The process of winemaking is difficult to specifically characterize and replicate for consistency. Richardson has pinpointed some areas in his business where improvement can be made to set his wine apart from the competition while increasing productivity and sales. His first option involves â€Å"consideration to amend winemaking procedures to eliminate the possibility of oxidation as the wine matured. Excessive contact with oxygen, along with other chemicals, induced compounds called aldehydes, which could create a distinct and unpleasant flaw in the wine’s taste, unforgettable bitter aroma somewhat akin to stale oil, along with an unattractive browning of the color† (Delamere Vineyard, 2000). This option leads to a constant output of good quality wine. This process will allow Richardson to attract a large amount of customers through both mail order and wholesalers due to the fact that this process can produce the same type of wine product every year. Customers tend to feel at ease purchasing wine from distributors who have produced the same product on a constant b asis and feel comfortable with the level of quality. Sulfur Dioxide (SO2) is the â€Å"wonder drug† to combat oxidation in the winemaking process. Considering the fact that most winemakers tend to agree that the introduction of sulfur dioxide (SO2) is the failsafe solution to preventing oxidation, the decision to incorporate some level of sulfur dioxide should be definitely considered and implemented. Richardson claims that he presently includes a small amount of sulfur dioxide into his winemaking process and it debating his new approach; continue his current process, increase his SO2 or spend time and money and waste some of his product to develop the correct scientific method for the incorporation of sulfur dioxide. Logic and reasoning would conclude that Richardson should stick with industry standards when it comes to the level of sulfur dioxide to add to the winemaking process since it has been proven time and again with success. He is dissatisfied with his current wine production, and therefore, he should not even consider the approach of â€Å"doing nothing† when it comes to preventing oxidation in his wine. The long term benefits of spending time perfecting the process of how much sulfur dioxide to add to the mix could be beneficial to Delamere Vineyard. Richardson has the ultimate goal of setting his wine apart from other manufacturers while keeping the small family business image. He is already well versed and educated in science and would not need to enlist in outside help to spend time perfecting his process. Sticking with the status quo on the mixture will likely ensure consistency in the short run, but prove to be a common type of wine in the industry. â€Å"Over the years, various management studies have found that executives routinely rely on their intuitions to solve complex problems when logical methods (such as a cost-benefit analysis) simply won’t do. In fact, the consensus is that they higher up on the corporate ladder people climb, the more they’ll need well-honed business instincts. In other words, intuition is one of the X factors separating the men from t he boys† (HBR, 2001). Richardson is more likely to trust his scientific knowledge and experiment with possible scenarios to advance his understanding of the winemaking process to guide him towards perfection. Richardson’s second possible project involves finding a way to deepen the color of his red wine. Richardson is convinced that his main market Australians would be more likely to purchase his wine if it had a fuller red hue. Richardson identified that other manufacturers succeeded in darkening their wine by providing a longer maceration before and following fermentation and introducing higher temperatures during fermentation. The dilemma was that Richardson was already performing these tasks with his current wine, which meant his only option would be to transition from his currently fermentation process to a more sophisticated one. This process would cost the vineyard $30,000 to purchase and at least 10% of product with no real assurance that it will be successful. The cost-benefit of this approach will lead to Richardson risks capital that he doesn’t have available to waste to hopefully produce a product that has a hue preferred by his customers. Managers â€Å"apply factual research to historical precedent that’s so widely accepted in an organization that it’s no longer challenged. Things deemed to be common knowledge are often the result of inferences made by the ‘primal’ mind – they’re a product of evolution, and so tend to be governed by emotions and instinct† (Harvard Management Update, 2002). Richardson has conflicting views on his long-term goals for his vineyard. On one spectrum he is focused and passionate about improving the quality and consistency of his wine and winemaking process to increase sales and profit. Richardson would also like to accomplish this in his small family owned business with almost the entire operating burden placed solely on himself. On the other hand, Richardson has mentioned the potential long-term growth benefits of quality improvements to his vineyard. Richardson has not made note to how his family owned vineyard would continue to operate should they increase production and sales of their product. Investing time and money into growing the company would require increased staff and land to store the wine barrels before sales and distribution. Richardson needs to weigh his options and focus on his own long term personal goals in addition to the organization. Does he want to be working for the next 30 years? Employing in outside sources of help will bring a fresh perspective to Richardson’s winemaking approach. Richardson’s third possible improvement is to determine the best mix of whole bunches, stalks, and de-stemmed grapes to include in his crush to speed up and automate production. When Richardson was evaluating this option, red flags were popping up at every point. Initially, he specified that is option did not solve any foreseeable problem with his winemaking process; therefore if there is no problem a solution cannot be developed. Second, this type of fermentation would require more space in his winery and limit his ability to control the entire winemaking process. Since most of his potential projects focused on more control in the development of wine, this idea actually contradicts Richardson’s problem with his vineyard. â€Å"The ability of managers to solve problems and make decisions rationally has long been assumed to be one of the valuable products of experience on the job. But close observation of their actually practices has shown that even veteran managers are likely to be very unsystematic when dealing with problems and decisions. And their hit-or-miss methods often produce decisions based on erroneous conclusions, which means that the decisions must also be wrong† (HBR, 1965). Any option that would increase his cost while not ensuring a definite increase in profit would be making a decision which would hinder the ability to prosper in the future. The small chance that altering the mix of grapes would result in a more complex and aromatic wine does not outweigh the potential result that the wine could rapidly turn to vinegar spoiling his entire vintage. Recommendations â€Å"Winemaking is capital intensive, in terms of both investment and working capital. Startup costs for even a small vineyard and winery were heavy, relative to anticipated cash flow† (Harvard Business School, 2000). Richardson needs to consider enlisting outside help experienced in the business of winemaking who can lend some insight into new trends in winemaking and procedures that have worked in the past with other vineyards. The ability to bounce ideas off other people who have knowledge in winemaking will allow Richardson to make future decisions without bias. He currently relies on intuition, past experience in his vineyard, and his scientific background to produce his wine. Richardson needs to incorporate a full-time staff that can use his ideas and industry standards to not only improve the quality of wine, but improve the manufacturing process which can develop his company as well. Richardson will not be able to run his family business as a one man shop when his sales double. Richardson would also benefit from removing his cognitive blinders in his company and investigate other vineyards that have been experiencing the same type of situations. Usually businesses experience the same types of problems in manufacturing and distribution, and learning from other companies mistakes will allow managers to make reasonable decisions with minimal risk. Richardson should prioritize his projects and develop a time line for completion based on the risk assessment. The idea of eliminating the oxidation in the mine is an option that will provide the least amount of financial loss. Richardson would be smart to start his project with industry standards for the introduction of sulfur dioxide while also taking time to use his scientific knowledge to find the perfect mixture for future vineyard growth and quality development of the pinot noir. Richardson would be foolish to entertain the idea of spending $30,000 which is almost half of his net income on a rotofermenter. The outcome would only generate a 10% increase in price and the cost-benefit/long-term benefit is nonexistent. In decision making, managers can take on the six thinking hats to solve the problem. The â€Å"black hat† in decision making allows â€Å"participants to identity hazards, risks, and other negative connotations. This is critical thinking, looking for problems and mismatches† (Six Thinking Hats, 2010). His â€Å"black hat† decision making skills should see that a 10% increase over a period of 1 year would only yield $25,000 if it succeeds. Richardson’s third project idea of switching to whole bunch fermentation will cost him too much in wine product spoilage, take away valuable winery space that could be used for extra wine barrels and produce no guaranteed profit if successful. This idea would be beneficial if Richardson would commit to long-term goals of increased staff, especially in the managerial capacity. This would also allow him to focus on perfecting his winemaking process while someone else could focus on day-to-day operations. Works Cited (2010, Aug. 6 ). In Six Thinking Hats. Retrieved Aug. 17, 2010, from http:en.wikipedia.org/wiki/Six_Thinking_Hats Hayashi, A. (2001). When to Trust Your Gut. Harvard Business Review, pp. 3-11. Stauffer, D. (2002). How Good Data Leads to Bad Decisions. Harvard Management Update, pp. 1-5. Stryker, P. (1965). Can You Analyze This Problem?. Harvard Business Review, pp. 73-78. West, J. (2000). Delamere Vineyard. Harvard Business School, pp. 1-21.

Foundation Business Management Essay Example | Topics and Well Written Essays - 1000 words

Foundation Business Management - Essay Example These leaders create a winning field through effective planning, decision making and team working thereby rendering productivity in each of the different business units of the company. Thus McDonald’s works on the management model of employee empowerment in empowering the individuals to take business and customer servicing decisions on their own (Daft and Marcic 441). Management Structure The organizational or management structure of the firm reflected large amount of decentralization which is focused in the Organic Approach. The organic approach reflects that organizations working in a decentralized fashion turns all the more complex in nature. It is observed that McDonald’s through the decentralized approach helped the individual business units to become business leaders on their own. These units spread along various regions of the world need to be managed in an integrated fashion by the central head quarters of the company. These units also differentiated largely bas ed on varying tastes and cultures and hence needed to mutually adjust their needs so as to fit the corporate culture of the business organization. Henceforth it is observed that the organic structure of McDonald’s is highly complex and decentralized in fashion. Further the units in such management structure become highly differentiated and thus needs to be closely integrated with the corporate philosophy (Hill and Jones, 427). Culture of the Company The culture of McDonald’s are composed of a diversified variety of people belonging to different regions of the world. Diversified organizational culture also emanates owing to the varying tastes of the consumers pertaining to such regions. The company in order to address the needs of such people belonging to diversified cultures is found to change their organizational policies. Thus the company changes both the product and servicing policies in order to fit both the western and Asian cultures in a simultaneous fashion (Sta nford). Mercedes Benz Model of Management Mercedes Benz mainly operates based on the philosophy of management innovation. The company in order to gain enhanced market share in the different nations works to innovate newer business processes and to produce newer designs. The process of innovation helps the company to meet the changing needs of the consumers and thereby adapts to the changing scenarios and periods. Working on the innovation process the company decided to open up overseas branches and also incorporated the business model of acquiring other automobile firms in foreign countries. These policies and innovative models helped in enhancing the potential of the automobile manufacturer to compete effectively while operating in foreign countries (Albaum, Duerr and Strandskov 48). Management Structure The study of organizational philosophy of Mercedes Benz reflects that the organization renders increased priority to the model of innovation. The company through the model of innov ation works in meeting the changing needs of the consumers based along different periods and regions. Mercedes Benz to foster such innovation works on a decentralized fashion. The people pertaining to the different units are granted the power to make

Pseudoscience and Astrology Essay Example | Topics and Well Written Essays - 750 words

Pseudoscience and Astrology - Essay Example The scientists are willing to admit that only a part of traditional astrological doctrine is scientifically based: among them the astronomic knowledge about the planets movements; classification of people’s psychological states, character and behaviours; professional psychological terminology, etc. Trying to prove that astrology is pseudoscience, the scientists in their critical works often rely upon the results of various statistical research. There have been statistical research that traced the lives of people who were born on the same day and time, and the results of this research have shown that there is no connection or coincidence between them. Especially well known are the works of Michel Gauquelin basing on the biographies of famous people that have shown that there is no correlation between a person’s character and profession, on the one hand, and their astrological parameters, on the other. There have been other experiments conducted by M. Gauquelin: Other tests show that it hardly matters what a horoscope says, as long as the subject feels the interpretations were done for him or her personally. A few years ago French statistician Michel Gauquelin sent the horoscope for one of the worst mass murderers in French history to 150 people and asked how well it fit them. Ninety-four percent of the subjects said they recognized themselves in the description. (The Universe At Your Fingertips, 2001-2009)