The Name of the Rose

The Name of the Rose The Name of the Rose The Name of the Rose By Maeve Maddox Spring is noticeable all around so I want to expound on blossoms. One of my unequaled top picks is the rose. The vast majority can cite Juliet’s remark about the name of the rose: Whats in a name? that which we call a rose By some other name would smell as sweet. Furthermore, there’s Gertrude Stein’s â€Å"A rose is a rose is a rose.† Here and there, be that as it may, a â€Å"rose† is anything but a rose. The rose family (Rosaceae) incorporates around 2,930 species in 95 genera. Among the 95 genera is the class Rosa Linnaeus, which is partitioned into four subgenera, one of which is Rosa, the subgenus that Juliet and Gertrude had at the top of the priority list. Roses have been shedding their scent broadcasting in real time since before there were individuals to breathe in it. The precursors of the roses in current nurseries began in the Tertiary Period, around 70 million years prior. Old Chinese and the Egyptian cultivators are accepted to be the first to start particular rearing of roses for shading. Here’s an improved case of the scientific classification of a rose, in view of the USDA.gov site: Realm: Plantae (Plants) Division: Magnoliophyta (Flowering plants) Family: Rosaceae (Rose family) Class: Rosa L. (the L. is for Linnaeus.) Subgenus: Rosa Basic name: Rose Rosa contains from 100 to 150 species and a great many cultivars, with all the more being presented constantly. A cultivar is a plant assortment that has emerged from development. English rosarian David Austin, for instance, has grown in excess of 190 rose cultivars since 1961. When looking for roses, it’s enough to know the name of the cultivar. Some mainstream cultivars are ‘Knockout,’ ‘Peace,’ ‘Abraham Darby,’ ‘Queen Elizabeth,’ ‘Don Juan,’ ‘William Shakespeare 2000,’ and ‘Mr. Lincoln.’ At the point when plants are distinguished by sort, species, and cultivar, the family name is promoted, the species name written in lowercase, and the cultivar name is encased in single quotes. To show how the three terms are utilized, here are five plants whose regular names contain the word rose, yet which are irrelevant to the rose of verse. I’ve incorporated the Family name to show that they don't have a place with Rosaceae. In every three-word portrayal, the principal word is the class, the second is the species, and the third is the cultivar. greenery rose Family: Portulacaceae (otherwise known as Purslane) Model: Portulaca grandiflora ‘Happy Hour’ rose of Sharon Family: Malvaceae Model: Hibiscus syriacus ‘White Chiffon’ Lenten rose Family: Ranunculaceae Model: Helleborusâ orientalis ‘Kingston Cardinal’ Christmas rose Family Ranunculaceae Model: Helleborus niger ‘Eva’ primrose Family: Primulaceae Model: Primula vulgaris ‘Arctic Mix’ Need to improve your English shortly a day? Get a membership and begin getting our composing tips and activities every day! Continue learning! Peruse the Vocabulary class, check our well known posts, or pick a related post below:Addressing A Letter to Two People16 Misquoted Quotations90 Verbs Starting with â€Å"Ex-†

more than camping essays

more than outdoors papers Are young person extremely extraordinary nowadays? I mean I was previously a young person, I should know. Everything I can recollect about being a young person were that stowing fabrics were in, playing sports, and getting passing marks for mother and father. Life appeared to be basic, going to class and some fiendishness here there, yet what I truly wonder was is kids main thing, feel, and think nowadays. Wanting to discover a few answers I went to a Hmong Seventh-Day Adventist Church camp gathering. The camp gathering incorporates around 30 adolescents with a decent parity of the two young men and young ladies. The age bunch that I concentrated on was 15 to multi year olds. One great part of this examination was that all the children were Hmong, in which I was even more intrigued by. My obligation in the camp gathering was helping teachers and assisting with exercises. In my position I ready to do my alleged one on one counsel-visiting with two or three people. This included me visiting coordinated with one individual one thoughts or subjects and how they feel. In my examination I split the ages into two gatherings, 15 to 16 and 17 to multi year olds. This is because of the way that I saw a few contrasts in them. From that point I at that point split the ages into young men and young ladies. Young men will be young men is the thing that I've notice in the age gathering of young men from 15 to 16. The young men would adhere to their little gatherings, wherein made it all the all the more intriguing. These young men appears to simply wanna have some good times. One thing that I discovered intriguing was that they need to have a great time not to get in a difficult situation, however to fabricate kinships and appreciate eachothers organization. Something else was that the young men enjoyed improving each and not with the young ladies and the other way around for the young ladies as well. What is interesting is that when they do get together I got that sentiment of b ... <!

Centrify

Centrify INTRODUCTIONMartin: Hi, today we are in Santa Clara in the Centrify office. Hi, Tom, who are you and what do you do?Tom: Who am I? I ask that myself all the time so I am the CEO of Centrify corporation and we are a enterprise security company and we are specifically focused on the top attack factor that bad guys use to hack companies which is compromised credentials. So we are all about identity, users and their identity and making sure people are safe in a business setting in terms of accessing applications.Martin: How do frauds compromise credentials?Tom: Ok, that is a good question. The bad guys, what they do is they either phish you with a ‘ph’ not an ‘f’ right there by fooling you to go to a website to type in your username and password or they try to guess your password also known as cracking your password and there are other ways they go about stealing your password. Once they get your username and password they can access the applications you have access to or in a co rporate setting then can VPN into the corporate network and then they try to get additional usernames and passwords including privileged accounts that have the keys to the kingdom. That is how the bad guys, they start with regular end users and then they eventually get into privileged users like IT accounts and then they like completely strip mine databases, servers with all the corporate information. It is a really big problem and that is what we are solving.Martin: Great, so is it possible if I would be a hacker to hack a computer, you know basically Facebook account or so, try whether on the computer there is a corporate account, hack this and then hack into the corporate network become a privileged user and then hack the whole company?Tom: That happens all the time. In fact, if you look at all the data breaches that have made the headlines, Ashley Maddison, not that we’re anticipating that but the office personnel management, Anthem, a lot of these big corporations both here i n the US as well as Europe. What happens is often times users have the same passwords for their Facebook account that they have for the work account. So If I can steal your Facebook account, there is a good chance you are using the same password and then I can get into your work account and then that is kind of like the initial opening or crack. Then they just kind of pour in water, they freeze it and the crack expands and expands but by going out and stealing additional passwords within the organization as well, so it just starts with a single password and then people get into the corporate network and then steal additional ones.Martin: Tom, what did you do before you started the company? Basically how did you come up with the business idea?Tom: I was very fortunate to work with a great team prior to Centrify. The company was called NetIQ and I was one of the founders of that company and that company also sold to enterprises. We did more infrastructure management like monitoring se rvers and applications etc. And that was a great success. We went public in July 1999 and I was there for eight years and had a lot of executive positions there as well. But after eight years I wanted to take some time off. This was a couple of years after 9/11 so it was kind of tough going just being a public company in the early 2000.So I took a little time off which I highly recommend, it is always good to recharge the batteries right there. Then I hooked up with a venture capital firm to be an entrepreneur in residence. The VC firm is called Mayfield, one of the top venture firms here in SiliconValley. And I just had some ideas and one of the ideas I had was as the world from an IT perspective becomes more heterogeneous in terms of different types of systems and applications from different vendors. The world was moving away from kind of the monolithic Microsoft centered environment. Ten, eleven years ago it was about Linux and now we have SaaS, we have mobile so it is a very div erse set of vendors. In that environment that introduced complexity and so each system, each application forces the user to have a new username and password in IT is very difficult for them to control who can access what.So the idea was can we make a heterogeneous environment look and feel and smell like it is homogeneous from authentication, log in perspective, from authorization. So that was the genesis of the idea and I got that idea just from what I had done previously and just kind of my observations of what was happening on the market at the time.Martin: Tom, give us some insights on how is such a EIR program running.Tom: You know it is interesting that entrepreneurs in residence are very popular here in Silicon Valley and so typically this is an opportunity for the VCs to bring some executives or people with good ideas and just have them hang out at the firm and be able to think through their ideas, interview people, just take time. So there isn’t a pressure for the individ ual like you have to immediately start a company. It is more an opportunity for a would-be entrepreneur just to germinate some ideas It goes back to the value of taking some time off, getting a fresh set of perspectives as well. Probably good chunk of the EIRs â€" entrepreneurs in residence actually don’t go form companies. They may join in an existing company or they may have an idea they may pursue for a couple of months. In the end after they talk to some investors etc. they throw it away and they go onto a new one.So the good news is that the VC, the venture capitalist does provide an opportunity for entrepreneur in residence to have an office, have access to smart people etc. There is one drawback that if you do have an idea and you form a company and that venture capitalist that want you as an entrepreneur in residence does not fund you then the other VCs will say “There must be something wrong” as well. So an entrepreneur in residence can be a great time but it does hav e some risks that if you are not able to get funding from the VC firm that sponsored you then it may look very negative on you and your idea as well. So there are both pros and cons, but the key thing to be an EIR is is you have to have a prior relationship or be well respected by the firm to bring you on board.Martin: Tom, what was the process? Once you identified this kind of idea, what did you do? Did you build a product or did you raise the money first?Tom: Typically, what you do is you just put the idea in a power point. Often times people say “Oh, you have to write a big business plan. You have to write 50-page document” and all that stuff. Typically, it is more if you can kind of consolidate it or condense it into 10 to 15 slides. In a lot of cases, especially if you are a known commodity which I was having had a successful previous start up that was able to go public, that can be enough to get funding there. But in other cases if you are an entrepreneur that may not have a prior track record of starting companies and making investors’ money then it is probably more important for you to go out there and build a product and build the technology, get some initial customer adoption. At least have a proof of concept as well. At the time I didn’t have to do that and that was good enough for me to go out at the time, this is ten years ago, to raise money. And then the biggest challenge then was to build the team because it was myself with the idea. I was very fortunate to hook up with two additional, my co-founders Paul and Adam and once we got the money then it is all about the team. First it is the idea and it is the market and be able to get funding, then from there it is building the team and see if you can execute.Martin: Did you find your co-founders via the venture capital firm or did you know them before.?Tom: No, it was interesting that I had actually Adam met a few times from my prior venture NetIQ and actually at one point he was trying to sell the company he was with to us so I got to know him but not really that well and then it was as an entrepreneur in residence you go to a lot of conferences, you meet a lot of people. It is a lot about networking, it is just about get ideas and I bumped into him and I hadn’t seen Adam in a year or two and we went out to lunch and he said “What are you doing?”, I said “What are you doing?” and I told him “Hey, I have this idea” and he was like “That is a great idea. I would like to be a part of that idea.” Which was great.And it turned out that Paul who is our CTO, Adam is our VP of engineering, Paul had worked with Adam in Adam’s prior startup and then once I go Adam I was able to get Paul. Even though it was my idea, initial idea kind of it at a 20  000-foot view level that we really needed Adam and Paul to come in and really flush it out.Again, I think it really emphasizes the point that it is so important to have a team around you because not one individual can do everything. You need to have other people that can contribute and then once is you get the initial team you are able to go out there and raise initial funding, then you have got to build the next set of people and that is also just as critical as well so you have to get the initial set but then the first ten or 15 people are really key to actually get it to a prototype stage and deliver version one of your product.Martin: Tom, what made you think that you three are a great founding team?Tom: I think we all had confidence in each other. I think the thing is that it is not until you actually deliver and then you get customer adoption and that is the validation that you have a good team. Clearly here in Silicon Valley you can hook up with people that may have done and had success in the past. Although there is a lot of entrepreneurs especially ones in college or just out of college that don’t have a track record but are just super smart and have a great idea etc. At the end o f the day, it doesn’t matter if you are super experienced and there are three or four guys that have done this things, done incomparable things for ten or 15 years or you are three or four guys, right out of college or even in college right now. At the end of the day the way you get judged is the initial results in terms of whether or not you have built a team and that there is customer adoption. All the stuff up until getting customer adoption is kind of noise and there are a lot of people that have high “Woohoo we have raised money” and all that stuff. But are the dogs eating the dog food? Are you getting customer adoption? That is the most important thing in the end that allows you to then judge and say “Hey, we do have a good team”.Martin: How long did it take you to acquire the first customer? How did you convince him to buy or try your product?Tom: It was interesting. So we formed the company in March and then we had an initial early beta in like February, March. It took us about a year with a small team to build the technology and then we decided to go public with this in terms of announcing what we had. Through my prior contacts and networking with people we had a set of beta customers.But ironically there was a company in Canada that just read the article and just said “Hey, I like what It does let me just go ahead and buy it.” And we were like “Is this a joke?” Someone picked up the phone and said yeah I just want to buy your product and you are like “Who is this?”Martin: Do you know the price?Tom: Exactly. It was like kind of out of the blue but often times if you have a good idea, a good product etc. people will just say “Yes, actually that scratch is an itch.” So I think one thing that an entrepreneur should know is that do they really solve First of all, you have to have a great idea and you have to hopefully have a large market, then it is about the team. But fundamental thing is, especially if you sell to enterprises, do you solve a real point of pain. You have probably heard that form a lot of people. Do you solve a serious disease or are you a band aid etc.And it turned out with that initial customer it was like “I really have this pain and so I am willing to kind of try it out, so I am just going to buy it.” And subsequently that spring about a year, a year and a half we started getting more and more customers including the beta sites and then started building a pipeline, started hiring our sales organization as well.Martin: Tom, how did you collaborate with those beta customers in order to really find this product market fit?Tom: That is a great question. You have got to find the right people, especially the ones that are willing to be patient, to experiment. You don’t want to lean on them too much because then it is like “Hey, you are the guys developing the product. I am not the one”. You just have to get them excited about selling the vision maybe they are experiencing the real p ain point in their business and so they are willing to collaborate with you and also maybe it is an opportunity for them to get exposed to a startup or to help other companies well so they may feel kind of a philanthropic bent to themselves as while willing to help you out. But it is critical. You really need to listen to these customers out of the gate and try to convert some of them into paying customers as well.Having a set of beta customers is really important. I think a lot of times a lot of entrepreneurs they go ahead and ship it and they don’t realize that you need to have a period of time in which you are more listening and having the product be tested.Another thing I find really interesting is, you know I have been on board some other companies, the people will say “Our beta will be out on August 1st and we will ship it three weeks later.” But that is not a real beta process because there is no way that the customer will get in, install the product on August 1st, give you the feedback, allow you to fix it and then you can do the quality assurance as well. So especially with the version 1 you need kind of at least a couple of months’ beta process so you can get the feedback, you can fix and iterate then, etc.Martin: What was the most valuable feedback that you got from the beta customers which you did not expect?Tom: The most valuable feedback that we go was not necessarily on the product side of things. It was how they saw the product. What pain points that it solves for them. So I did have an expectation that I thought that our product would be used to address certain points of pain and then in talking with them in our particular case I didn’t realize the extent that they were looking for our product to address regulatory compliance issues. I just didn’t think as much about that. What I thought was like “They would want it for improvements of productivity. They would want to use it to reduce cost, etc.” It was really an education to s ay that especially with larger organizations that are more well regulated that it turns out that the regulators or the auditors can really drive things and so it turned out that in talking with them they were saying “Yes, I appreciate all those, the way that you are positioning our product but in reality the reason I want to buy it is to check off these boxes right here.” And I was like “Gees, I didn’t really think about it. When I was initially formulating I kind of thought that was more of a tier 2, tier 3 thing.A week later, I switched the bullet points and put those on top for the next set of potential customers. So again it is not only important to have early customers to help test the product and iterate and give you product feedback but it is also very important for the early customers to validate your messaging and your positioning, etc. You can have a great product but if it doesn’t resonate and it is not clearly grasped then it can just languish on the shelf.BUSI NESS MODEL OF CENRIFYMartin: Tom, let’s talk about the business model of Centrify. What are the target customers in terms of company size, industry and what type of roles you are really targeting for pitching?Tom: So we are an enterprise security company and it turns out the enterprises with the largest budgets, bigger companies, are well regulated and that are the targets of hackers out there. So the core of our market is the Global 2000. So our go to market is a mix of direct sales, some system integrators, etc. But we are fortunate that we are in a space called identity management where the pain point is also with small size and medium organizations that they have their users drowning in a sea of passwords as they adopt SaaS applications as well. So it turns out that we can also appeal to smaller medium sized organizations.The problem is that you can’t use the same model, sales model to sell to large enterprises that you sell to small or medium. So we are very fortunate that our product is elastic enough that we can sell to almost all size organizations but you need to have the right mix and balance of how you go about selling it because otherwise why have an expensive outside sales guy calling on a 1500 to 2000-person small business, etc.So for the large organizations as I mentioned earlier we do have more of an enterprise centric. We work with some system integrators, etc. But for more of the small and medium we rely more on inside sales people that are not out on the field, that are not as well paid, that tend to be based in your headquarters on the phone and we work with a lot of channel partners as well.Another thing that a lot of startups need to figure out is “Hey, you have got the idea, you have got the team, you have got the product, you have got the messaging, then what is the go to market?” Obviously with version 1 you just want to get customers but when you did the version 2 by that time you really need to figure out what is the proper w ay of going to market with your product that eventually will be cost effective. Do you sell online, do you sell to the channel, do you sell through inside sales, is it more of a big customer enterprise and you need a lot of very expensive guys or gals that are making 250,000 dollars a year, etc. So you need to find the right balance to make it eventually economical for you as a company. In our case because our product can be sold to anyone and everyone and from a business perspective we have a hybrid model of both direct and indirect; both outside reps and inside reps.Martin: Normally when you start a company you want to get very often feedbacks to use the feedback cycle to improve the proper market fit and the sales proposition and so forth. You said that basically you have two customer segments like the large caps and SMEs for example, and the large caps are mainly served by integrators so which are basically third parties to you. Then the question will be: did you start up outrig ht with these smaller companies to get the higher feedback cycle? And second question is: how do you get customer feedback via third parties who are then serving customers?Tom: Yes, a little bit of clarification so we do work a lot with large system integrators but we still even though we may fulfill through the channel of system integrators we do have a sales person involved and. For the larger ones they are on the outside for the smaller ones they are on the inside. So even though the purchase may happen through a third party we still have some direct touch to help motivate people as well.But that is a good thing is that again you have to figure out what is the most efficient way of going to market and if you leverage the channel then you are right. You need to make sure that you don’t lose the feedback loop. That you are not disaggregated from the actual customer as well. And so the cool thing is that with technology today, because most of the technology is increasingly becomin g cloud based that you can ask, even though the product may be sold by someone else you can actually get feedback directly inside the product itself with feedback buttons or things of that nature as well. You can make sure that you have your ears to the ground so to speak and listening the customers by putting things into the product to make sure that you actually have that info.We always focused on trying to always make sure that we are on top of what customers were saying and so that is a big focus of what we always had as a company as well and we have added things to the product to give us the feedback loop even in the cases when the product is being sold or distributed by a third party.Martin: Tom, what have been the major obstacles over the last years that you needed to overcome and how did you overcome them?Tom: Yes, the technology space is dramatically changing. And so when we first formed the company we were more of an on premises software based approach selling into the ent erprise. But the adoption of cloud and mobile is dramatic. Like four or five years ago we made a big decision to go whole hog into the cloud. I think that was a big obstacle for us which was how do we build our company, our technology to be optimized for the cloud. But then at the same time that we had a good product and customer relationships with us on premise so what we did is that we, actually four or five years ago, we were profitable etc. and we knew that we had to go out and raise some additional money to address the cloud so we raised another round of financing to fund that and we basically created a parallel development organization to work on the cloud as well.So that a very big challenge for us which was that we could have either just incrementally done some cloud stuff, ignore the cloud and still carve out a nice business or decide to go whole hog in and embrace the cloud and basically offer to the customers the ability to not only use our software but our cloud based se rvice. And so when you move to the cloud then the product through the cloud are mainly bought through a subscription, for example. And so you have to like reset the sales organization in terms of what their expectation should be for deals sizes. Also a lot of the adoption of cloud products first start with small and medium sized enterprises as well. So that may emphasize having more of an inside sales team as well.So the second that you jump out of paradigm shift then it is just not about the technology it’s about you go to market, how to compensate people, etc. I think we have done a good job of migrating and moving to the cloud and you know recent competitive reviews in like Network World said, “Hey, Centrify is the number one for SaaS single sign on” for example. So I think we can clearly point to the fact that we have industry leading product and some technologies and we have successfully gone through that transition but it wasn’t easy and we had to really evolve as tech nology.The thing is I have been doing this in a technology I have first moved out to California right out of college to start at Oracle and just the pace of evolution is just amazing. There was just a way for the first 15 to 20 years a way of building companies, building products, marketing them etc. It was kind of the same. And just over the last 5, 6 years it is just completely different in terms of how people go about building products and obviously having technology like Amazon can really facilitate things. The amount of money that some companies are raising is just like “Oh my god, they are raising hundreds of millions of dollars”. This is just insane. When ten, fifteen years ago like people would raise 5 â€" 10 million dollars. The way that you market to people is completely changed as well so I think everyone is going through a challenge in the technology industry in terms of just trying to keep up with the rapid adoption.Martin: Tom, what made you go to the cloud anyway? Was it more of a vision that you though “Well long terms will want to have this” or that you got some customer feedback where said “Guys I want you on premise, don’t you offer something on the cloud” or was it more of another thought?Tom: You know like 5-6 years ago when we made that decision actually most of our customers were not saying that but we wanted to go where the puck would be. There is a saying skate to where the puck is going to be as opposed to where it is right now. So we made that decision to do that and we are glad we did it. It is definitely a different model from our premise.So today we sell mobile software and we sell both cloud services. The one thing that works to our advantage which is that the software and the cloud capabilities they don’t overlap. Oftentimes a lot of companies when they start off as a software company and they move to the cloud they are basically re-implementing the same technology in the cloud. And so now they are in a situation where the sales people say,“I used to make more money selling this stuff but I am going to make less money” or “This product is not yet fully functional” whatever.The cool thing is that when we went out and built identity services in the cloud it was completely complimentary to what we currently we did provide from an on premises perspective. So the cloud products were net additive to what we were doing as well. But it was clearly at the time it was like we felt that more and more of peoples’ infrastructure will move to the cloud but the key philosophy we have which differentiates ourselves from a lot of startups that a lot of startups are saying “Well the world is going to be 100 percent cloud” and that is not going to be the case. If you sell to enterprises that even I 5 â€" 10 years it still is going to be a hybrid, they are still going to have some on premises systems, they are going to have some cloud systems. So from our perspective if you want to provide a comp rehensive security solution you need to address both data centered cloud and mobile as well with integrated solution. That is what we are trying to do.Martin: Great.ADVICE TO ENTREPRENEURS FROM TOM KEMP In Santa Clara (CA), we meet CEO and Founder of Centrify, Tom Kemp. Tom talks about his story how he came up with the idea and founded Centrify, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we are in Santa Clara in the Centrify office. Hi, Tom, who are you and what do you do?Tom: Who am I? I ask that myself all the time so I am the CEO of Centrify corporation and we are a enterprise security company and we are specifically focused on the top attack factor that bad guys use to hack companies which is compromised credentials. So we are all about identity, users and their identity and making sure people are safe in a business setting in terms of accessing applications.Martin: How do frauds compromise credentials?Tom: Ok, that is a good question. The bad guys, what they do is they either phish you with a ‘ph’ not an ‘f’ right there by fooling you to go to a website to type in your username and passw ord or they try to guess your password also known as cracking your password and there are other ways they go about stealing your password. Once they get your username and password they can access the applications you have access to or in a corporate setting then can VPN into the corporate network and then they try to get additional usernames and passwords including privileged accounts that have the keys to the kingdom. That is how the bad guys, they start with regular end users and then they eventually get into privileged users like IT accounts and then they like completely strip mine databases, servers with all the corporate information. It is a really big problem and that is what we are solving.Martin: Great, so is it possible if I would be a hacker to hack a computer, you know basically Facebook account or so, try whether on the computer there is a corporate account, hack this and then hack into the corporate network become a privileged user and then hack the whole company?Tom: T hat happens all the time. In fact, if you look at all the data breaches that have made the headlines, Ashley Maddison, not that we’re anticipating that but the office personnel management, Anthem, a lot of these big corporations both here in the US as well as Europe. What happens is often times users have the same passwords for their Facebook account that they have for the work account. So If I can steal your Facebook account, there is a good chance you are using the same password and then I can get into your work account and then that is kind of like the initial opening or crack. Then they just kind of pour in water, they freeze it and the crack expands and expands but by going out and stealing additional passwords within the organization as well, so it just starts with a single password and then people get into the corporate network and then steal additional ones.Martin: Tom, what did you do before you started the company? Basically how did you come up with the business idea?Tom : I was very fortunate to work with a great team prior to Centrify. The company was called NetIQ and I was one of the founders of that company and that company also sold to enterprises. We did more infrastructure management like monitoring servers and applications etc. And that was a great success. We went public in July 1999 and I was there for eight years and had a lot of executive positions there as well. But after eight years I wanted to take some time off. This was a couple of years after 9/11 so it was kind of tough going just being a public company in the early 2000.So I took a little time off which I highly recommend, it is always good to recharge the batteries right there. Then I hooked up with a venture capital firm to be an entrepreneur in residence. The VC firm is called Mayfield, one of the top venture firms here in SiliconValley. And I just had some ideas and one of the ideas I had was as the world from an IT perspective becomes more heterogeneous in terms of different types of systems and applications from different vendors. The world was moving away from kind of the monolithic Microsoft centered environment. Ten, eleven years ago it was about Linux and now we have SaaS, we have mobile so it is a very diverse set of vendors. In that environment that introduced complexity and so each system, each application forces the user to have a new username and password in IT is very difficult for them to control who can access what.So the idea was can we make a heterogeneous environment look and feel and smell like it is homogeneous from authentication, log in perspective, from authorization. So that was the genesis of the idea and I got that idea just from what I had done previously and just kind of my observations of what was happening on the market at the time.Martin: Tom, give us some insights on how is such a EIR program running.Tom: You know it is interesting that entrepreneurs in residence are very popular here in Silicon Valley and so typically thi s is an opportunity for the VCs to bring some executives or people with good ideas and just have them hang out at the firm and be able to think through their ideas, interview people, just take time. So there isn’t a pressure for the individual like you have to immediately start a company. It is more an opportunity for a would-be entrepreneur just to germinate some ideas It goes back to the value of taking some time off, getting a fresh set of perspectives as well. Probably good chunk of the EIRs â€" entrepreneurs in residence actually don’t go form companies. They may join in an existing company or they may have an idea they may pursue for a couple of months. In the end after they talk to some investors etc. they throw it away and they go onto a new one.So the good news is that the VC, the venture capitalist does provide an opportunity for entrepreneur in residence to have an office, have access to smart people etc. There is one drawback that if you do have an idea and you form a company and that venture capitalist that want you as an entrepreneur in residence does not fund you then the other VCs will say “There must be something wrong” as well. So an entrepreneur in residence can be a great time but it does have some risks that if you are not able to get funding from the VC firm that sponsored you then it may look very negative on you and your idea as well. So there are both pros and cons, but the key thing to be an EIR is is you have to have a prior relationship or be well respected by the firm to bring you on board.Martin: Tom, what was the process? Once you identified this kind of idea, what did you do? Did you build a product or did you raise the money first?Tom: Typically, what you do is you just put the idea in a power point. Often times people say “Oh, you have to write a big business plan. You have to write 50-page document” and all that stuff. Typically, it is more if you can kind of consolidate it or condense it into 10 to 15 slides. In a lot of cases, especially if you are a known commodity which I was having had a successful previous start up that was able to go public, that can be enough to get funding there. But in other cases if you are an entrepreneur that may not have a prior track record of starting companies and making investors’ money then it is probably more important for you to go out there and build a product and build the technology, get some initial customer adoption. At least have a proof of concept as well. At the time I didn’t have to do that and that was good enough for me to go out at the time, this is ten years ago, to raise money. And then the biggest challenge then was to build the team because it was myself with the idea. I was very fortunate to hook up with two additional, my co-founders Paul and Adam and once we got the money then it is all about the team. First it is the idea and it is the market and be able to get funding, then from there it is building the team and see if you can ex ecute.Martin: Did you find your co-founders via the venture capital firm or did you know them before.?Tom: No, it was interesting that I had actually Adam met a few times from my prior venture NetIQ and actually at one point he was trying to sell the company he was with to us so I got to know him but not really that well and then it was as an entrepreneur in residence you go to a lot of conferences, you meet a lot of people. It is a lot about networking, it is just about get ideas and I bumped into him and I hadn’t seen Adam in a year or two and we went out to lunch and he said “What are you doing?”, I said “What are you doing?” and I told him “Hey, I have this idea” and he was like “That is a great idea. I would like to be a part of that idea.” Which was great.And it turned out that Paul who is our CTO, Adam is our VP of engineering, Paul had worked with Adam in Adam’s prior startup and then once I go Adam I was able to get Paul. Even though it was my idea, init ial idea kind of it at a 20  000-foot view level that we really needed Adam and Paul to come in and really flush it out.Again, I think it really emphasizes the point that it is so important to have a team around you because not one individual can do everything. You need to have other people that can contribute and then once is you get the initial team you are able to go out there and raise initial funding, then you have got to build the next set of people and that is also just as critical as well so you have to get the initial set but then the first ten or 15 people are really key to actually get it to a prototype stage and deliver version one of your product.Martin: Tom, what made you think that you three are a great founding team?Tom: I think we all had confidence in each other. I think the thing is that it is not until you actually deliver and then you get customer adoption and that is the validation that you have a good team. Clearly here in Silicon Valley you can hook up with p eople that may have done and had success in the past. Although there is a lot of entrepreneurs especially ones in college or just out of college that don’t have a track record but are just super smart and have a great idea etc. At the end of the day, it doesn’t matter if you are super experienced and there are three or four guys that have done this things, done incomparable things for ten or 15 years or you are three or four guys, right out of college or even in college right now. At the end of the day the way you get judged is the initial results in terms of whether or not you have built a team and that there is customer adoption. All the stuff up until getting customer adoption is kind of noise and there are a lot of people that have high “Woohoo we have raised money” and all that stuff. But are the dogs eating the dog food? Are you getting customer adoption? That is the most important thing in the end that allows you to then judge and say “Hey, we do have a good team” .Martin: How long did it take you to acquire the first customer? How did you convince him to buy or try your product?Tom: It was interesting. So we formed the company in March and then we had an initial early beta in like February, March. It took us about a year with a small team to build the technology and then we decided to go public with this in terms of announcing what we had. Through my prior contacts and networking with people we had a set of beta customers.But ironically there was a company in Canada that just read the article and just said “Hey, I like what It does let me just go ahead and buy it.” And we were like “Is this a joke?” Someone picked up the phone and said yeah I just want to buy your product and you are like “Who is this?”Martin: Do you know the price?Tom: Exactly. It was like kind of out of the blue but often times if you have a good idea, a good product etc. people will just say “Yes, actually that scratch is an itch.” So I think one thing tha t an entrepreneur should know is that do they really solve First of all, you have to have a great idea and you have to hopefully have a large market, then it is about the team. But fundamental thing is, especially if you sell to enterprises, do you solve a real point of pain. You have probably heard that form a lot of people. Do you solve a serious disease or are you a band aid etc.And it turned out with that initial customer it was like “I really have this pain and so I am willing to kind of try it out, so I am just going to buy it.” And subsequently that spring about a year, a year and a half we started getting more and more customers including the beta sites and then started building a pipeline, started hiring our sales organization as well.Martin: Tom, how did you collaborate with those beta customers in order to really find this product market fit?Tom: That is a great question. You have got to find the right people, especially the ones that are willing to be patient, to exp eriment. You don’t want to lean on them too much because then it is like “Hey, you are the guys developing the product. I am not the one”. You just have to get them excited about selling the vision maybe they are experiencing the real pain point in their business and so they are willing to collaborate with you and also maybe it is an opportunity for them to get exposed to a startup or to help other companies well so they may feel kind of a philanthropic bent to themselves as while willing to help you out. But it is critical. You really need to listen to these customers out of the gate and try to convert some of them into paying customers as well.Having a set of beta customers is really important. I think a lot of times a lot of entrepreneurs they go ahead and ship it and they don’t realize that you need to have a period of time in which you are more listening and having the product be tested.Another thing I find really interesting is, you know I have been on board some other companies, the people will say “Our beta will be out on August 1st and we will ship it three weeks later.” But that is not a real beta process because there is no way that the customer will get in, install the product on August 1st, give you the feedback, allow you to fix it and then you can do the quality assurance as well. So especially with the version 1 you need kind of at least a couple of months’ beta process so you can get the feedback, you can fix and iterate then, etc.Martin: What was the most valuable feedback that you got from the beta customers which you did not expect?Tom: The most valuable feedback that we go was not necessarily on the product side of things. It was how they saw the product. What pain points that it solves for them. So I did have an expectation that I thought that our product would be used to address certain points of pain and then in talking with them in our particular case I didn’t realize the extent that they were looking for our product to address regulatory compliance issues. I just didn’t think as much about that. What I thought was like “They would want it for improvements of productivity. They would want to use it to reduce cost, etc.” It was really an education to say that especially with larger organizations that are more well regulated that it turns out that the regulators or the auditors can really drive things and so it turned out that in talking with them they were saying “Yes, I appreciate all those, the way that you are positioning our product but in reality the reason I want to buy it is to check off these boxes right here.” And I was like “Gees, I didn’t really think about it. When I was initially formulating I kind of thought that was more of a tier 2, tier 3 thing.A week later, I switched the bullet points and put those on top for the next set of potential customers. So again it is not only important to have early customers to help test the product and iterate and give you product feedba ck but it is also very important for the early customers to validate your messaging and your positioning, etc. You can have a great product but if it doesn’t resonate and it is not clearly grasped then it can just languish on the shelf.BUSINESS MODEL OF CENRIFYMartin: Tom, let’s talk about the business model of Centrify. What are the target customers in terms of company size, industry and what type of roles you are really targeting for pitching?Tom: So we are an enterprise security company and it turns out the enterprises with the largest budgets, bigger companies, are well regulated and that are the targets of hackers out there. So the core of our market is the Global 2000. So our go to market is a mix of direct sales, some system integrators, etc. But we are fortunate that we are in a space called identity management where the pain point is also with small size and medium organizations that they have their users drowning in a sea of passwords as they adopt SaaS applications as well. So it turns out that we can also appeal to smaller medium sized organizations.The problem is that you can’t use the same model, sales model to sell to large enterprises that you sell to small or medium. So we are very fortunate that our product is elastic enough that we can sell to almost all size organizations but you need to have the right mix and balance of how you go about selling it because otherwise why have an expensive outside sales guy calling on a 1500 to 2000-person small business, etc.So for the large organizations as I mentioned earlier we do have more of an enterprise centric. We work with some system integrators, etc. But for more of the small and medium we rely more on inside sales people that are not out on the field, that are not as well paid, that tend to be based in your headquarters on the phone and we work with a lot of channel partners as well.Another thing that a lot of startups need to figure out is “Hey, you have got the idea, you have got the te am, you have got the product, you have got the messaging, then what is the go to market?” Obviously with version 1 you just want to get customers but when you did the version 2 by that time you really need to figure out what is the proper way of going to market with your product that eventually will be cost effective. Do you sell online, do you sell to the channel, do you sell through inside sales, is it more of a big customer enterprise and you need a lot of very expensive guys or gals that are making 250,000 dollars a year, etc. So you need to find the right balance to make it eventually economical for you as a company. In our case because our product can be sold to anyone and everyone and from a business perspective we have a hybrid model of both direct and indirect; both outside reps and inside reps.Martin: Normally when you start a company you want to get very often feedbacks to use the feedback cycle to improve the proper market fit and the sales proposition and so forth. Yo u said that basically you have two customer segments like the large caps and SMEs for example, and the large caps are mainly served by integrators so which are basically third parties to you. Then the question will be: did you start up outright with these smaller companies to get the higher feedback cycle? And second question is: how do you get customer feedback via third parties who are then serving customers?Tom: Yes, a little bit of clarification so we do work a lot with large system integrators but we still even though we may fulfill through the channel of system integrators we do have a sales person involved and. For the larger ones they are on the outside for the smaller ones they are on the inside. So even though the purchase may happen through a third party we still have some direct touch to help motivate people as well.But that is a good thing is that again you have to figure out what is the most efficient way of going to market and if you leverage the channel then you are right. You need to make sure that you don’t lose the feedback loop. That you are not disaggregated from the actual customer as well. And so the cool thing is that with technology today, because most of the technology is increasingly becoming cloud based that you can ask, even though the product may be sold by someone else you can actually get feedback directly inside the product itself with feedback buttons or things of that nature as well. You can make sure that you have your ears to the ground so to speak and listening the customers by putting things into the product to make sure that you actually have that info.We always focused on trying to always make sure that we are on top of what customers were saying and so that is a big focus of what we always had as a company as well and we have added things to the product to give us the feedback loop even in the cases when the product is being sold or distributed by a third party.Martin: Tom, what have been the major obstacles over the last years that you needed to overcome and how did you overcome them?Tom: Yes, the technology space is dramatically changing. And so when we first formed the company we were more of an on premises software based approach selling into the enterprise. But the adoption of cloud and mobile is dramatic. Like four or five years ago we made a big decision to go whole hog into the cloud. I think that was a big obstacle for us which was how do we build our company, our technology to be optimized for the cloud. But then at the same time that we had a good product and customer relationships with us on premise so what we did is that we, actually four or five years ago, we were profitable etc. and we knew that we had to go out and raise some additional money to address the cloud so we raised another round of financing to fund that and we basically created a parallel development organization to work on the cloud as well.So that a very big challenge for us which was that we could have either just incrementally done some cloud stuff, ignore the cloud and still carve out a nice business or decide to go whole hog in and embrace the cloud and basically offer to the customers the ability to not only use our software but our cloud based service. And so when you move to the cloud then the product through the cloud are mainly bought through a subscription, for example. And so you have to like reset the sales organization in terms of what their expectation should be for deals sizes. Also a lot of the adoption of cloud products first start with small and medium sized enterprises as well. So that may emphasize having more of an inside sales team as well.So the second that you jump out of paradigm shift then it is just not about the technology it’s about you go to market, how to compensate people, etc. I think we have done a good job of migrating and moving to the cloud and you know recent competitive reviews in like Network World said, “Hey, Centrify is the number one for SaaS sin gle sign on” for example. So I think we can clearly point to the fact that we have industry leading product and some technologies and we have successfully gone through that transition but it wasn’t easy and we had to really evolve as technology.The thing is I have been doing this in a technology I have first moved out to California right out of college to start at Oracle and just the pace of evolution is just amazing. There was just a way for the first 15 to 20 years a way of building companies, building products, marketing them etc. It was kind of the same. And just over the last 5, 6 years it is just completely different in terms of how people go about building products and obviously having technology like Amazon can really facilitate things. The amount of money that some companies are raising is just like “Oh my god, they are raising hundreds of millions of dollars”. This is just insane. When ten, fifteen years ago like people would raise 5 â€" 10 million dollars. The way that you market to people is completely changed as well so I think everyone is going through a challenge in the technology industry in terms of just trying to keep up with the rapid adoption.Martin: Tom, what made you go to the cloud anyway? Was it more of a vision that you though “Well long terms will want to have this” or that you got some customer feedback where said “Guys I want you on premise, don’t you offer something on the cloud” or was it more of another thought?Tom: You know like 5-6 years ago when we made that decision actually most of our customers were not saying that but we wanted to go where the puck would be. There is a saying skate to where the puck is going to be as opposed to where it is right now. So we made that decision to do that and we are glad we did it. It is definitely a different model from our premise.So today we sell mobile software and we sell both cloud services. The one thing that works to our advantage which is that the software and the c loud capabilities they don’t overlap. Oftentimes a lot of companies when they start off as a software company and they move to the cloud they are basically re-implementing the same technology in the cloud. And so now they are in a situation where the sales people say,“I used to make more money selling this stuff but I am going to make less money” or “This product is not yet fully functional” whatever.The cool thing is that when we went out and built identity services in the cloud it was completely complimentary to what we currently we did provide from an on premises perspective. So the cloud products were net additive to what we were doing as well. But it was clearly at the time it was like we felt that more and more of peoples’ infrastructure will move to the cloud but the key philosophy we have which differentiates ourselves from a lot of startups that a lot of startups are saying “Well the world is going to be 100 percent cloud” and that is not going to be the cas e. If you sell to enterprises that even I 5 â€" 10 years it still is going to be a hybrid, they are still going to have some on premises systems, they are going to have some cloud systems. So from our perspective if you want to provide a comprehensive security solution you need to address both data centered cloud and mobile as well with integrated solution. That is what we are trying to do.Martin: Great.ADVICE TO ENTREPRENEURS FROM TOM KEMPMartin: Tom, you have started several companies what kind of big learnings that you have generated over the years which can help people starting a company?Tom: Well I think the key thing is that definitely pick large markets to go after because if you don’t 100 percent execute then you still have enough room to be successful as well. I think often times people are like get obsessed with an idea and it turns out that the market is not that big. If you want to start a business from a lifestyle perspective, like if you want to open up a restaurant that serves a certain type of food and then yes, maybe you can make a nice living just with that one restaurant. But if your goal is to create a technology business that you can sell product and technology throughout the world it’s preferable to build something that you think that could have a large total address full market.The second thing is that the importance of the team. Getting really good people. That is one thing I have learned that sometimes throughout my career that when you have made bad hiring decisions it may take you six months to a year to realize that this person is not the right person. Then it may take another 3 to six months to get this person out and you have lost a year as well. One thing I always say is don’t cut corners when it comes to hiring. That is so critical. And get people that have also from a hiring perspective, get people that are in sync with you form a cultural perspective as well. That you can communicate very clearly as opposed to potentiall y having like a third party kind of active mediators as well. At the end of the day you don’t necessarily have to have beers with your co-workers because other people may have lives and have other things. But you want to be in this situation when you are in a room with those people you need to feel comfortable, you need to respect them in terms of, not only as individuals but also respect their intellect as well. And you don’t want to be sitting and thinking to yourself “Well, that person is a Bozo”. You want to know Bozo zone. Bozo is a clown. But you want people that you respect.It is about the market, it is about the team and then just the passion, desire just to be out there and execute and knock down some walls. So these are the important things. But again the key lessons I have learned throughout the years is be in a good market and sometimes you don’t know it is a good market but you have to have that fundamental gut feeling that you do and especially in the early d ays you have got to get a good team.Martin: Thank you so much for your time, Tom.Tom: Thank you very much!Martin: It was a pleasure, thank you for sharing your knowledge. So if you have a business and you think you might have a threat of being attacked by fraudsters, check out Centrify. Thank you!

Biography of Artist Louise Bourgeois

Second generation surrealist and feminist sculptor Louise Bourgeois was one of the most important American artists of the late twentieth and twenty-first centuries. Similar to other second-generation Surrealist artists like Frida Kahlo, she channeled her pain into the creative concepts of her art. These highly charged feelings produced hundreds of sculptures, installations, paintings, drawings and fabric pieces in numerous materials. Her environments, or cells, might include traditional marble and bronze sculptures alongside common castoffs (doors, furniture, clothes and empty bottles). Each artwork poses questions and irritates with ambiguity. Her goal was to provoke emotional reactions rather than reference intellectual theory. Often disturbingly aggressive in her suggestive sexual shapes (a distressed phallic image called Fillette/Young Girl, 1968, or multiple latex breasts in The Destruction of the Father, 1974), Bourgeois invented gendered metaphors well before Feminism took roo t in this country. Early Life Bourgeois was born on Christmas Day in Paris to Josà ©phine Fauriaux and Louis Bourgeois, the second of three children. She claimed that she was named after Louise Michel (1830-1905), an anarchist feminist from the days of the French Commune (1870-71). Bourgeois mothers family came from Aubusson, the French tapestry region, and both her parents owned an antique tapestry gallery at the time of her birth. Her father was drafted into World War I (1914-1918), and her mother frantically lived through those years, infecting her toddler daughter with great anxieties. After the war, the family settled in Choisy-le-Roi, a suburb of Paris, and ran a tapestry restoration business. Bourgeois remembered drawing the missing sections for their restoration work. Education Bourgeois did not choose art as her vocation right away. She studied math and geometry at the Sorbonne from 1930 to 1932. After her mothers death in 1932, she switched to art and art history. She completed a baccalaureate in philosophy. From 1935 to 1938, she studied art in several schools: the Atelier Roger Bissià ¨re, the Acadà ©mie dEspagnat, the École du Louvre, Acadà ©mie de la Grande Chaumià ¨re and École Nationale Supà ©rieure des Beaux-Arts, the École Muncipale de Dessin et dArt, and the Acadà ©mie Julien. She also studied with the Cubist master Fernand Là ©ger in 1938. Là ©ger recommended sculpture to his young student. That same year, 1938, Bourgeois opened a print shop next to her parents business, where she met art historian Robert Goldwater (1907-1973). He was looking for Picasso prints. They married that year and Bourgeois moved to New York with her husband. Once settled in New York, Bourgeois continued to study art in Manhattan with Abstract Expressionist Vaclav Vytlacil (1892-1984), from 1939 to 1940, and at the Art Students League in 1946. Family and Career In 1939, Bourgeois and Goldwater returned to France to adopt their son Michel. In 1940, Bourgeois gave birth to their son Jean-Louis and in 1941, she gave birth to Alain. (No wonder she created a series Femme-Maison in 1945-47, houses in the shape of a woman or attached to a woman. In three years she became the mother of three boys. Quite a challenge.) On June 4, 1945, Bourgeois opened her first solo exhibition at Bertha Schaefer Gallery in New York. Two years later, she mounted another solo show at Norlyst Gallery in New York. She joined the American Abstract Artists Group in 1954. Her friends were Jackson Pollock, Willem de Kooning, Mark Rothko and Barnett Newman, whose personalities interested her more than the Surrealist à ©migrà ©s she met during her early years in New York. Through these tempestuous years among her male peers, Bourgeois experienced the typical ambivalence of the career-minded wife and mother, fighting off anxiety-attacks while preparing for her shows. To restore equilibrium, she often hid her work but never destroyed it. In 1955, Bourgeois became an American citizen. In 1958, she and Robert Goldwater moved to the Chelsea section of Manhattan, where they remained to the end of their respective lives. Goldwater died in 1973, while consulting on the Metropolitan Museum of Arts new galleries for African and Oceanic art (todays Michael C. Rockefeller Wing). His specialty was primitivism and modern art as a scholar, teacher at NYU, and the first director of the Museum of Primitive Art (1957 to 1971). In 1973, Bourgeois began to teach at Pratt Institute in Brooklyn, Cooper Union in Manhattan, Brooklyn College and the New York Studio School of Drawing, Painting and Sculpture. She was already in her 60s. At this point, her work fell in with the Feminist movement and exhibition opportunities increased significantly. In 1981, Bourgeois mounted her first retrospective at the Museum of Modern Art. Almost 20 years later, in 2000, she exhibited her enormous spider, Maman (1999), 30 feet high, in the Tate Modern in London. In 2008, the Guggenheim Museum in New York and Centre Pompidou in Paris exhibited another retrospective. Today, exhibitions of Louise Bourgeois work may occur simultaneously as her work is always in great demand. The Dia Museum in Beacon, New York, features a long-term installation of her phallic sculptures and a spider. Bourgeois Confessional Art Louise Bourgeois body of work draws its inspiration from her memory of childhood sensations and traumas. Her father was domineering and a philanderer. Most painful of all, she discovered his affair with her English nanny. Destruction of the Father, 1974, plays out her revenge with a pink plaster and latex ensemble of phallic or mammalian protrusions gathered around a table where the symbolic corpse lies, splayed out for all to devour. Similarly, her Cells are architectural scenes with made and found objects tinged with domesticity, child-like wonder, nostalgic sentimentality and implicit violence. Some sculptures objects seem strangely grotesque, like creatures from another planet. Some installations seem uncannily familiar, as if the artist recalled your forgotten dream. Important Works and Accolades Femme Maison (Woman House), ca. 1945-47.Blind Leading the Blind, 1947-49.Louise Bourgeois in costume as Artemis of Ephesus, 1970Destruction of the Father, 1974.Cells Series, 1990s.Maman (Mother), 1999.Fabric Works, 2002-2010. Bourgeois received numerous awards, including a Life Time Achievement in Contemporary Sculpture Award in Washington D.C. in 1991, the National Medal of Arts in 1997, the French Legion of Honor in 2008 and induction into the National Womens Hall of Fame in Seneca Falls, New York in 2009.    Sources Munro, Eleanor. Originals: American Women Artists.  New York: Simon and Schuster, 1979. Cotter, Holland. Louise Bourgeois Influential Sculptor, Dies at 98, New York Times, June 1, 2010. Cheim and Read Gallery, bibliography. Louise Bourgeois (2008 retrospective), Guggenheim Museum, website Louise Bourgeois, exhibition catalogue, edited by Frank Morris and Marie-Laure Bernadac.  New York: Rizzoli, 2008. Film: Louise Bourgeois: The Spider, The Mistress and The Tangerine,  Produced and directed by Marion Cajori and Amei Wallach, 2008.

Japanese Immigrants During The 19th Century - 1866 Words

In the early 19th century, there was an increase of Japanese immigrating across the states. The first wave of Japanese immigrant settled in Kingdom of Hawaii where they were hired as contract laborers and worked in plantations. The second wave of immigrant came to California in the1890s. According to Kitano, the census identified more than 110,000 Japanese on the West Coast by 1920. To elaborate, the Japanese immigrants came as single males, and employment for them consisted of physical difficult labor, long hours of work with bad conditions, and low-paying jobs. The generations of the Japanese were categorized to research their historical background. Furthermore, the first-generation immigrant were identified as the Issei, and were those†¦show more content†¦Some Issei returned to Japan as successful men, and those who stayed in the United States typically married â€Å"picture brides†. The marriages and children made the Japanese remain permanently in the United Sta tes. Kitano stated, â€Å"The Issei lived their lives segregated from the U.S. mainstream, and their major interactions revolved around their families and their community. Most of them acquired just enough knowledge about the United States in order to function but left the major of acculturation and a more secure existence to their American-born children†. Moreover, the Nisei were born between 1910 and 1940, and were more acculturated to the United States in comparison to the Issei. The Nisei were concerned and had low expectations of their future because they experienced discrimination and prejudice. It was difficult for the Nisei to live in the U.S. because they were treated inferior although they were U.S. citizens. The Nisei had a strong relationship with the U.S. and moved away from the Issei to assimilate to the American lifestyle. The Sansei were born during or after World War II. After the attack on Pearl Harbor, many Americans became suspicious of the Japanese and fe ared another attack. Prejudice influenced Americans to stereotype the Japanese in negative ways, which lead for U.S. laws to discriminate and segregate the Japanese. As a result, on December 7, 1941, the FBI searched and arrested â€Å"spies†, including 2,192 Japanese

Culture in Sports Free Essays

Sports have contributed to the building of civilizations and can be seen as one of he pillars upon which the human civilization was built. Those who belittle of the role of sports in people’s history and culture are not right. The evidence to the role sports played in human culture is clear-cut in the human history. We will write a custom essay sample on Culture in Sports or any similar topic only for you Order Now The Roman empire is one of the greatest empires in which sports flourished and was annually celebrated in the Olympic games that set off BC in Olympia in Greece. The role of the Olympic games as one cultural element can never be denied in gathering people. This was assured once again when the new Olympic games was set off again In the nineteenth entry. Herein, It can be mentioned that stadiums and sports halls became the temples of culture and sportsmen became the bearers of the highest cultural values(Dun]a, et al, 2007). The issue of the relationship between sport and culture Is really awkward because lots believed that sports cannot be part of the culture of any nation. However, this article is specifically focusing on showing that sports are nothing but an original part of the culture of nations. This article has been decided on to shedding light on culture , its definitions, sports as a component of culture, the ultra of sport in Europe, culture of sport in The Middle East and the culture of sport in Africa because I myself have a strong belief that sports contributed and is till contributing to the culture of any country. This is in addition to discovering that there is very little literature focusing on sport as an element of culture and the relation between culture and sport especially in the MEAN (Middle East and North Africa) region In spite of the so many achievement that have been made by sport and sportsmen In this region. Definition of culture: A variety of definitions for culture were provided over years. However, each definition represents the personal point of view of the reviewer that provides the definition . Kookier and Chuckhole suggested a number of definitions that exceeded 200 definitions for the concept of culture in their book, â€Å"Culture: A Critical Review of Concepts and Definitions† (Kookier and Chuckhole, 1952). Howard Sheet (1969), stated that culture refers to the collective mental programming which people in a society have. Their definition supposes that almost all the Individual’s activities are directed by his or her own culture and sport Is certainly one of those activities. According to Hawkins et al. 1983) culture was defined as â€Å"That complex whole which Includes knowledge, beliefs, arts, law, morals, customs and any other capableness and habits acquired by man as a member of society. † It is important to show here that regular way so it is one part of the culture. To others culture can be defined as â€Å"A way of life of a group of people–the behaviors, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. † When culture is related to one country, it is to be called national culture. When it is related to one division of a country or community, it can be called sub-culture. When it is concerned with an organization, it is called corporate culture. People are not born with their cultures, but culture is to be acquired and learned. Sports and culture: It is believed that sports have become a part of culture because some cultures always play a type of a sport that they like. They may have invented some kind of sport and always played it. Let us take one popular example which is the cultural sport of one of the most advanced nations all over the world . Let is the USA. The Americans believe hat one very important part of their culture is the sport of baseball. We can ask any American: boy, girl, old man, student, scientist, or whatever comes to our minds. What is your favorite sport? And nine of each ten will certainly reply Baseball. But, Why? Because it is their cultural sport. They invented it and lived with it. Baseball and all its components have become part of everyday USA inhabitants’ life. â€Å"Baseball remains a uniquely American art, a celebration of folk culture†. Sport and culture in Europe: It has always been known that Europe is nothing but a mix of so many cultures. In other words, the European culture can be described as a chain of overlapping cultures. It is a mix of the East and The west, of the many religious attitudes, of the many political movements of the many arts and sports†¦ Etc. The Europeans are by nature traditionalist in a frame of freedom. The European nations are several and almost every country or region has its own culture. Each region in Europe is said to be well-known from the others by its type of music, literature, food, clothes, language and if they speak the same language, they have different dialects and accents. Sport is also another part that distinguishes Europe from any other part of the world. Sport in Europe is as very old as its culture. We can say that sport has been an important fact in each part in the European cultural expression. In their culture children from the age of 10 have to go to any kind of sport academy to learn the basics of sport. So that when they grow up, they don’t have the trouble of adapting to it. Many sports were established by the time of Ancient Greece. Sports in Greece which is the main part of the European culture became such a very important part of heir culture They invented the Olympic Games, which is the most important sports event all over the world and where all the different cultural trends meet. Football is another cultural aspect of the European everyday life. It is almost impossible to find a young man or woman in Europe who doesn’t know about football and who has a team to support. Football was introduced in its modern issue in Britain, that land of football in the nineteenth century. The Europeans think that Football is not only the most popular sport in many regions of Europe as well as the world but also a social, ancient continent. Football is the most important part of the European sports culture. They follow it eagerly and practice it regularly. European sports and especially football has a huge influence on other parts of the world as well as its influence on the other elements of the European culture. Sports in Europe dominate the economies of the old continent, dominate its music, dance and food. People eat what the football stars eat and wear what they wear. Football decides to a large extent when marriage ceremonies are held †¦ Etc. As a result of their professional sports. Europeans or people who are involved in their sports, view it as a Job. Which means that the players have to play in any kind of circumstance . Famous as it is with all the forms of sports and well known of the Olympic Games as it is European sports are one main component of its culture. The way people view sports and their importance arises several questions in the minds of those who are unaware of the importance of sport. The Europeans always think of sports as the gateway to health and fitness. Sport is an everyday habit that must be practiced by those who are willing to feel healthy. And those represent the huge majority of those who live there. Sports culture in the Middle East: The Middle East is the area that includes both of Western Asia and Northern Africa. It includes all the Arab countries. The culture of this area is so rich and has its roots thousands of years ago in the Islamic civilization and pre-LULAS as well. The culture of the Middle East countries is unique. They have their very traditionalist and restrictive way of living, clothing, music. Sports for people in the Middle East region never was of that importance that I have Just mentioned about it in Europe. It has always been believed that women are not allowed to practice sports because it can be shame that a woman get dressed in short clothes, run, Jump and kick. In the Middle East Area many believes really existed about sport and were inherited to the generations to follow. Some regions considered sports is merely a waste of time. People there never seemed interested to do sports. The tough living conditions in most of the Middle East area was behind there deliberate negligence for sports till very near decades. The only sports that were done there were horse riding, hunting, wining and running. These sports mainly suited the nature of the desert and sea environments that exist in this region. However, Islam urged people to practice sports and to teach them to their children. Horse riding as one of the traditional and cultural sports in the Middle east has a very cultural and traditional root in the area. It is worth mentioning that horse riding developed gradually till it became one of the most popular and well-known sports for its achievements. It is known that people used horses in the early days for transportation of their goods and items. With the appearance of vehicles and the gradual disregard towards horses as transports , people began to focus on using their horses in races, and Jumping barriers. These two cultural and traditional sports have their roots in the Middle East area and refer to the greatness of the area. This was behind the natural lead for the Arabian champions in these ports. The Islamic culture that spread all over the Middle East area encourages people to practice sports at all levels under conditions of following restrictions imposed by the societies on women’s practicing of sports and the way in which people of the Middle East live. It can be noticed that in the recent times many societies of the Middle east began to witness a cultural change due to the dealings and the follow up to Western and their cultural practices. Many people changed their culture and began to get new concepts and attitudes towards sports. These concepts are said to be set in their own minds and habits and are going slowly to be part of their culture. These changes are supposed to focus mainly on the attitudes towards culture. But by the time we witnessed a great change in the Arabian mentality and attitudes in a way that gave the opportunities to those women to racist and participate in sports teams, these women were also allowed to compete internationally and there are champions whose achievements are unique . IANAL Al- Metalwork is the Moroccan runner who might have added to the culture of the sports in The Middle east area when she won an Olympic Medal in the 400 meters running competition in Los Angelo 1984 Olympic games. Football is said to be one of the most favorite sports in the Middle East area. Many national teams in The ME region have made a lot of achievements by participating in the Football World cup. People are crazy about football and follow their teams whenever they go and purport by their hearts. This proves that people of the Middle East face such as the cultural restrictions or the difficult life conditions in such countries as Egypt, they support and practice sports eagerly. Culture and sport in Africa: It can easily be noticed that the African culture is really exciting. Each African nation includes variable and different mixtures of cultures that belong to each tribe. Each African nation is found to include various tribes whose languages and lifestyle are completely different from even the neighboring tribes. Countries as small as Uganda have more than 30 tribes. The South of Africa has been found to be totally different from The North of Africa in some parts of culture and any other important factor. In the North of Africa, there had been , many civilization. Countries of northern Africa are places where cultures were brought up since the early days of humanity. Egypt is one place where culture is found everywhere in people’s clothes, food, music, sports, language and so The culture of sport in North Africa is inherited. People practice sports everyday and without any restrictions. Of course there are some factors that control the society, however sports are allowed everywhere to everyone. In Libya Morocco, Algeria and Tunisia sports have been known before lots of things. Football is the most popular sport there attracts millions of practitioners. Sport as a culture is the most dominant idea in the South of Africa. Sports there is something practiced by nature . Due to the nature of life in South Africa, people have to run, Jump, hit and kick to earn their living. They are practicing sports by nature there. In a country such as South Africa which is an apparent mixture of cultures Sport is a great way to unite South Africans different cultural groups. However, efferent sports enjoy different cultural fan bases (soccer is mostly black-dominated, rugby mostly Afrikaner-dominated and cricket mostly English-dominated). Africans tested and if they are talented enough, the clubs or the any kind of sports institute will take them and develop them to be top class players. All in all, African nations have always been known for their poverty. People work from hand to mouth. The opportunities they have to practice sports are rare. And in case they have opportunities to practice any sport, this sport must be inexpensive and costs them nothing at the same time. Culturally, this was behind the nature of sports the African rate used to practice. Due to the tough nature of the continent that is characterized by altitudes , long costs, deserts and the forests, people have those very strong bodies and large lungs that enable them to play athletics especially running races, spear throwing, high Jump, all those sports. The Africans are said to excel in these sports and practice them easily and natural because they do not cost them any money and brings them high profits. These sports are encouraged in the African cultures and have roots in their heritage especially those very poor countries of the South such as Kenya, Ethiopia, Uganda, Nigeria†¦. Etc. Conclusion: To conclude, cultures have always been referred to as the way in which people live, their norms, values, habits, food, costumes, languages, music and even their sports. This shows the importance of sport as one of the elements composing culture and one of the elements that contribute to the process of making humanity, civilization and the style of people’s life . And since sports are regarded as something that is shared between a lot of cultures, it is important for the survival of these cultures and the individuals that belong to these cultures. The regions that have been discussed in this articles have things in common when we talk sports. They have all witnessed the importance of practicing sports for the good of the people’s fitness and well- being. People who belong to these cultures have never gone without sports and admitted that sport is a must and its existence in their lives cannot be denied. However, certain differences do exist between these cultures when we stress the element of sport in this culture. Europe seems to be the most moderate place where sports are practiced without restrictions. People of Europe clearly and biblically admit the importance of sports for their own good. We can rarely find any European who does not practice sports in his everyday life routine. Europeans know and appreciate the role of sports and confess it is part or the main part of their culture. It is alleged at the same stage that their work organization in their organizational culture appreciate and encourages the roles of sport in their individuals’ lives. On the other hand Africa and the ME areas have certain things in common when we refer to the role of sports in their culture. Both of them have apparent reference to sports in their ancient cultures and heritages. They both have tough living conditions apart from the ICC states. Sports in the African culture depends on the nature of peoples’ lives that is tough. Due to the nature of land and swimming, mountains, altitudes and cost, the Africans excelled in running swimming and jumping. People of the Middle East area especially those of the ICC area have long rooted cultural spots . Horse riding is widely and culturally celebrated and practiced. The Islamic teachings direct people there to teach their children such sports. How to cite Culture in Sports, Papers

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