Rafael Trujillo Biography

Rafael Leà ³nidas Trujillo Molina (October 24, 1891-May 30, 1961) was a military general who seized power in the Dominican Republic and ruled the island from 1930 to 1961. Known as the Little Caesar of the Caribbean, he is remembered as one of the most brutal dictators in Latin Americas history. Fast Facts: Rafael Trujillo Known For: Dictator of the Dominican RepublicAlso Known As: Rafael Leà ³nidas Trujillo Molina, Nicknames: El Jefe (The Boss), El Chivo (The Goat)Born: October 24, 1891 in San Cristà ³bal, Dominican RepublicDied: May 30, 1961 on a coastal highway between Santo Domingo and Haina in the Dominican RepublicParents: Josà © Trujillo Valdez, Altagracia Julia Molina Chevalier  Key Accomplishments:  While his regime was rife with corruption and self-enrichment, he also undertook the modernization and industrialization of the Dominican RepublicSpouse(s): Aminta Ledesma Lachapelle, Bienvenida Ricardo Martà ­nez, and Marà ­a de los Angeles Martà ­nez AlbaFun  Fact: The merengue song Mataron al Chivo (They Killed the Goat) celebrates the assassination of Trujillo in 1961 Early Life Trujillo was born of mixed-race ancestry to a lower-class family in San Cristà ³bal, a town on the outskirts of Santo Domingo. He began his military career during the U.S. occupation of the Dominican Republic (1916-1924) and was trained by U.S. marines in the newly formed Dominican National Guard (eventually renamed the Dominican National Police). Generalissimo Rafael L. Trujillo (left), Commander -in-Chief of the Dominican Republic armed forces, reviews a complement of the US Destroyer Norfolk, during a recent visit of the warship here. The nation declared a special holiday in honor of the visiting personnel, who in turn were invited to inspect the thirty naval vessels of the Dominican navy. Bettmann / Getty Images Rise to Power Trujillo eventually rose to Chief of the Dominican National Police, all the while engaging in shady business deals related to the purchase of military food, clothes and equipment, from which he began to amass wealth. Trujillo demonstrated a ruthless tendency to remove enemies from the army, place allies in key positions, and consolidate power, which is how he became the commander-in-chief of the army by 1927. When President Horacio Và ¡zquez fell ill in 1929, Trujillo and his allies saw an opening to prevent Vice President Alfonseca, who they considered to be an enemy, from assuming the presidency. Trujillo began to work with another politician, Rafael Estrella Ureà ±a, to seize power from Và ¡zquez. On February 23, 1930, Trujillo and Estrella Ureà ±a engineered a coup that eventually resulted in both Và ¡zquez and Alfonseca resigning and ceding power to Estrella Ureà ±a. However, Trujillo had designs on the presidency himself and after months of intimidation and threats of violence toward other political parties, he assumed the presidency with Estrella Ureà ±a as vice president on August 16, 1930. The Trujillo Agenda: Repression, Corruption and Modernization Trujillo proceeded to murder and jail his opponents after the election. He also established a paramilitary force, La 42, designed to persecute his opponents and generally instill fear in the population. He exerted full control over the islands economy, establishing monopolies over salt, meat and rice production. He engaged in blatant corruption and conflicts of interest, forcing Dominicans to buy staple food products distributed by his own companies. By rapidly acquiring wealth, Trujillo was eventually able to push out owners across various sectors, such as insurance and tobacco production, forcing them to sell to him. Vice-President Richard M. Nixon and General Rafael L. Trujillo of the Dominican Republic (right) exchange warm greetings on Nixons arrival in Ciudad Trujillo, March 1st. The visit to the Dominican Republic marked the next-to-last stage of Nixons good Will tour of Latin America. During an official motorcade through the city, Nixon was cheered by some 15,000 schoolchildren. Streets were decked with U.S. and Dominican flags. Bettmann / Getty Images He also issued propaganda proclaiming himself as the savior of a previously backward country. In 1936 he changed the name of Santo Domingo to Ciudad Trujillo (Trujillo City) and began to erect monuments and dedicate street names to himself. Despite the vast corruption of Trujillos dictatorship, his fortunes were closely tied to the Dominican economy, and thus the population benefitted as his government went about modernizing the island and undertaking infrastructure and public works projects, such as improving sanitation and paving roads. He was particularly successful in pushing industrialization, creating industrial plants for the production of shoes, beer, tobacco, alcohol, vegetable oil, and other products. Industries enjoyed special treatment, like protection from labor unrest and foreign competition. Sugar was one of Trujillos largest ventures, particularly in the post-war era. Most of the sugar mills were owned by foreign investors, so he set about buying them up with state and personal funds. He used nationalist rhetoric to back up his agenda of taking over foreign-owned sugar mills. At the end of his reign, Trujillos economic empire was unprecedented: he controlled nearly 80% of the countrys industrial production and his firms employed 45% of the active labor force. With 15% of the labor force employed by the state, this meant that 60% of the population depended on him directly for work. Although Trujillo ceded the presidency to his brother in 1952 and 1957 and installed Joaquà ­n Balaguer in 1960, he maintained de facto control over the island until 1961, using his secret police to infiltrate the population and rout out dissent using intimidation, torture, imprisonment, kidnapping and rape of women, and assassination. The Haitian Question One of Trujillos most well-known legacies was his racist attitudes toward Haiti and the Haitian sugarcane laborers who lived near the border. He stoked the historic Dominican prejudice against black Haitians, advocating a deafricanization of the nation and restoration of Catholic values (Knight, 225). Despite his own mixed race identity, and the fact that he himself had a Haitian grandparent, he projected the image of the Dominican Republic as a white, Hispanic society, a myth that persists to this day with bigoted, anti-Haitian legislation being passed as recently as 2013. A celebration in praise of President Rafael L. Trujillo Sr. The LIFE Picture Collection / Getty Images Trujillos anti-Haitian sentiment culminated in the murder of an estimated 20,000 Haitians in October 1937, when he traveled to the border and declared that the Haitian occupation of the border areas would no longer continue. He ordered all Haitians remaining in the area to be murdered on sight. This act provoked widespread condemnation across Latin America and the U.S. After an investigation, the Dominican government paid Haiti $525,000 for damages and injuries occasioned by what officially was termed frontier conflicts. (Moya Pons, 369). Trujillos Downfall and Death Dominican exiles opposed to the Trujillo regime carried out two failed invasions, one in 1949 and one in 1959. However, things shifted in the region once Fidel Castro succeeded in overthrowing Cuban dictator Fulgencio Batista in 1959. In order to help the Dominicans overthrow Trujillo, Castro armed a military expedition in 1959 composed mostly of exiles but also some Cuban military commanders. The uprising failed, but the Cuban government continued urging Dominicans to revolt against Trujillo and this inspired more conspiracies. One widely publicized case was that of the three Mirabal sisters, whose husbands had been jailed for conspiring to overthrow Trujillo. The sisters were assassinated on November 25, 1960, provoking outrage. One of the decisive factors in Trujillos downfall was his attempt to assassinate Venezuelan President Romulo Betancourt in 1960 after discovering that the latter had participated years before in a conspiracy to oust him. When the assassination plot was revealed, the Organization of American States (OAS) severed diplomatic ties with Trujillo and imposed economic sanctions. Moreover, having learned its lesson with Batista in Cuba and recognizing that Trujillos corruption and repression had gone too far, the U.S. government withdrew its longstanding support of the dictator it had helped train. On May 30, 1961 and with the help of the CIA, Trujillos car was ambushed by seven assassins, some of whom were part of his armed forces, and the dictator was killed. 6/5/1961-Ciudad Trujillo, Dominican Republic-Newsmen view the car in which Dominican dictator Rafael Trujillo was assasinated. The automobile contained about 60 bullet holes, and had blood stains on the back seat where Trujillo was seated. Late June 4th, Dominican authorities reported that two of the assassins had been killed in a gun battle with security police. Bettmann / Getty Images Legacy There was widespread rejoicing by Dominicans when they learned that Trujillo had died. Bandleader Antonio Morel released a merengue (the national music of the Dominican Republic) shortly after Trujillos death called Mataron al Chivo (They killed the goat); the goat was one of Trujillos nicknames. The song celebrated his death and declared May 30 a day of freedom. Many exiles returned to the island to tell stories of torture and imprisonment, and students marched to demand democratic elections. Juan Bosch, a populist reformer, who had been an early dissident during the Trujillo regime and who had gone into exile in 1937, was democratically elected in December 1962. Unfortunately his socialist-leaning presidency, focused on land reform, was at odds with U.S. interests and lasted less than a year; he was deposed by the military in September 1963. While authoritarian leaders like Joaquà ­n Balaguer have continued to hold power in the Dominican Republic, the country has maintained free and competitive elections and has not returned to the level of repression under the Trujillo dictatorship. Sources Gonzalez, Juan. Harvest of Empire: A History of Latinos in America. New York: Viking Penguin, 2000.Knight, Franklin W. The Caribbean: The Genesis of a Fragmented Nationalism, 2nd edition. New York: Oxford University Press, 1990.Moya Pons, Frank. The Dominican Republic: A National History. Princeton, NJ: Markus Wiener Publishers, 1998.

Dichotomies in Toni Morrisons Recitatif

The short story, Recitatif, by Pulitzer Prize-winning author Toni Morrison appeared in 1983 in Confirmation: An Anthology of African American Women. It is Morrisons only published short story, though excerpts of her novels have sometimes been published as stand-alone pieces in magazines. For instance, Sweetness, was excerpted from her 2015 novel God Help the Child. The two main characters of the story, Twyla, and Roberta, come from different races. One is black, the other white. Morrison allows us to see the intermittent conflicts between them, from the time theyre children to the time theyre adults. Some of those conflicts seem to be influenced by their racial differences, but interestingly, Morrison never identifies which girl is black and which is white. It can be tempting, at first, to read this story as a sort of brain teaser challenging us to determine the secret of each girls race. But to do so is to miss the point and to reduce a complex and powerful story into nothing more than a gimmick. Because if we dont know each characters race, were forced to consider other sources of the conflict between the characters, including, for example, socioeconomic differences and each girls lack of familial support. And to the extent that the conflicts do seem to involve race, they raise questions about how people perceive differences rather than suggesting anything intrinsic about one race or another. A Whole Other Race When she first arrives at the shelter, Twyla is disturbed by being moving to a strange place, but she is more disturbed by being placed with a girl from a whole other race. Her mother has taught her racist ideas, and those ideas seem to loom larger for her than the more serious aspects of her abandonment. But she and Roberta, it turns out, has a lot in common. Neither does well in school. They respect each others privacy and dont pry. Unlike the other state kids in the shelter, they dont have beautiful dead parents in the sky. Instead, theyve been dumped -- Twyla because her mother dances all night and Roberta because her mother is sick. Because of this, they are ostracized by all the other children, regardless of race. Other Sources of Conflict When Twyla sees that her roommate is from a whole other race, she says, My mother wouldnt like you putting me in here. So when Robertas mother refuses to meet Twylas mother, its easy to imagine her reaction as a comment on race as well. But Robertas mother is wearing a cross and carrying a Bible. Twylas mother, in contrast, is wearing tight slacks and an old fur jacket. Robertas mother might very well recognize her as a woman who dances all night. Roberta hates the shelter food, and when we see the generous lunch her mother packs, we can imagine that shes accustomed to better food at home. Twyla, on the other hand, loves the shelter food because her mothers idea of supper was popcorn and a can of Yoo-Hoo. Her mother packs no lunch at all, so they eat jellybeans from Twylas basket. So, while the two mothers may differ in their racial background, we can also conclude that they differ in their religious values, their morals, and their philosophy on parenting. Struggling with an illness, Robertas mother may be particularly appalled that Twylas healthy mother would squander a chance to take care of her daughter. All of these differences are perhaps more salient because Morrison refuses to give the reader any certainty regarding race. As young adults, when Robert and Twyla encounter each other at the Howard Johnsons, Roberta is glamorous in her skimpy make-up, big earrings, and heavy make-up that makes the big girls look like nuns. Twyla, on the other hand, is the opposite in her opaque stockings and shapeless hairnet. Years later, Roberta tries to excuse her behavior by blaming it on race. Oh, Twyla, she says, you know how it was in those days: black-white. You know how everything was. But Twyla remembers blacks and whites mixing freely at the Howard Johnsons during that time period. The real conflict with Roberta seems to come from the contrast between a small-town country waitress and a free spirit on her way to see Hendrix and determined to appear sophisticated. Finally, the gentrification of Newburgh highlights the characters class conflict. Their meeting comes in a new grocery store designed to capitalize on the recent influx of wealthy residents. Twyla is shopping there just to see, but Roberta is clearly part of the stores intended demographic. No Clear Black and White When racial strife comes to Newburgh over proposed bussing, it drives the biggest wedge yet between Twyla and Roberta. Roberta watches, immovable, as the protestors rock Twylas car. Gone are the old days, when Roberta and Twyla would reach for each other, pull each other up, and defend each other from the gar girls in the orchard. But the personal and the political become hopelessly entwined when Twyla insists on making protest posters that depend entirely on Robertas. AND SO DO CHILDREN, she writes, which makes sense only in light of Robertas sign, MOTHERS HAVE RIGHTS TOO! Finally, Twylas protests become painfully cruel and directed solely at Roberta. IS YOUR MOTHER WELL? her sign asks one day. Its a terrible jab at a state kid whose mother never recovered from her illness. Yet its also a reminder of the way Roberta snubbed Twyla at the Howard Johnsons, where Twyla inquired sincerely about Robertas mother, and Roberta cavalierly lied that her mother was fine. Was desegregation about race? Well, obviously. And is this story about race? Id say yes. But with the racial identifiers purposely indeterminate, readers have to reject Robertas oversimplified excuse that thats how everything was and dig a little deeper to the causes of conflict.

Ban Smoking On Public Beaches - 855 Words

The ban of smoking on public beaches in America has increased since it started in the 1970s. This is a controversial issue as not all people agree on banning smoking on public beaches, mainly smokers. People that are strongly against smoking on public beaches tend to be parents and non-smokers alike. They find it absolutely unacceptable to smoke on public beaches as they see it as an unhealthy and a harmful habit, and do not want to be around it. Apart from disapproval of non smokers, there is other negative effects of smoking on public beaches. Therefore, smoking should not be allowed on public beaches. Leftover cigarettes pollute beaches and affect marine animals. Cigarette butts left and thrown onto the beaches by irresponsible and ignorant smokers make the beaches dirty and unattractive to people. This can have a lot of negative effects. One such example is that it is hard for the people to clean and dispose of cigarette leftovers, as they are small and more likely to be washed away into the water. Beach goers, families, and tourists are also affected as nobody wants to go on a polluted beach. There are already a lot of pollutants that contributes to the destruction of the beaches, such as oil spills, chemicals coming from factories, human wastes which are more prominent in less developed countries, and so on. Cigarettes are no exception to that, they not only makes the beaches unattractive to the people who go there, but they also have negative impacts on the marineShow MoreRelatedEnvironmental Tobacco Smoke Essay1084 Words   |  5 Pagesinternational beach cleaning every annu m. 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Effectiveness of Different Types of Leaders for Developing and Impleme

Question: Critically evaluate the effectiveness of different types of leaders for developing and implementing a strategy for sustainability? Answer: Introduction: Every company is headed by an effective board that controls and governance the systems within the company. This paper explains the importance of leaders and their strategic roles on sustainability. So to understand the strategies took by leaders we have to understand what do we mean by leaders and their strategies and sustainability from a leadership perspective. It is an important job of a leader to develop and implement strategies as it help to bring sustainability into the system (Harris, 2013). They can create corporate social responsibility in the system. A successful leader is one who tries to engage people in their works and build relationships in between them. So there is a difference between leaders and managers. To understand the different types of leaders, we must have the ability to differentiate the roles played by them. Leaders: It is necessary to understand the role of leaders and who they are. The job of a leader is to influence others towards the achievement of their goals. They must be able to communicate with others employees of that firm and must have clear knowledge about themselves and others members of that team. There is a difference between managers and leaders (Metcalf and Benn, 2013). There are subordinates under managers, but leaders do not have subordinates but followers. These managers generate power circles where as leaders generates influence circles. Managers have a duty to control a group to achieve the goal, but leaders try to motivate workers and enable them to contribute towards the success of the organization. So it is the power and control that separate managers from leaders. So, managers, have innovative ideas and leaders have jobs to implement them to achieve their goals. Managers control groups and leaders have the duty to generate teams and influence them towards their goals (Huis et al. 2013). Leadership theories: We always create or set our different strategies to achieve our goals and this strategy is called personal technologies that are termed as styles in this leadership model. This model explains three types of styles and these are direct styles, relational style and instrumental style. So persons who like direct style, do their task individually and directly, their concentration is on power and competition. Within this style, three styles are competitive, power and intrinsic. People who are self-motivated emphasise on this set. Persons who like to help others to achieve their goals and work with them prefer the relational style. They like to share responsibilities and rewards with others and support people in their groups (Bhansing, Leenders and Wijnberg, 2012). The people, who consider themselves and other team members as instruments for achieving mutual goals, like an instrumental set. They use other instruments to attract others support to do the work and get their goals. The people rarely depend on one particular style to complete their tasks. There are three styles of each style. They use other instruments to attract others to join with them and achieve goals. Figure- Achievable Styles Different types of Leadership: The relationship between two leaders depends on the different types of exchanges between them; the state of a relationship depends on the extent of exchanges in between them. And depending on this exchange, various leaderships can be defined Transactional Leader: These types of leaders always motivate their subordinates and reward them for good performance. They motivate and influence them by using incentives. These leaders deal with present issues and depend on suitable forms of punishment and rewards (Harris, 2013). Transformational Leadership: The transformational leader always stays focused on motivation, team management. They work with an employee at various stages of an institution to accept changes that give best results. Their job is to generate opportunities of learning for followers and indulge them to work beyond their self-interest (Lukes and Stephan, 2012). Leadership and sustainability: In several crucial ways, sustainability is different and should not be treated like other corporate initiatives. However, it includes three diverse phases that requires different leadership skills. Phase 1: Initiating the Change Case: The reactivity of the organization mostly related to the challenge of sustainability. It is usually not aware of the opportunities. On the other hand during transiting from unconscious to cognisant reactivity, the leader must be an expert at influencing others (Hill et al. 2012). Phase 2: Transforming Vision into Action: During the emergence of companies from Phase 1, the prime competence in aligning value creation and sustainability initiatives is customer orientation. Furthermore, the task has to be translated to comprehensive change program from high level commitments with clearly set initiatives and achievable targets. Phase 3: Expansion of the boundaries: Commercial orientation is continuously required but it matched by a tough strategic orientation. The firm increasingly projects sustainability as a strategic opportunity if the organization increases the level of performance and leverages sustainability for establishing competitive advantage (Jameson, 2013). How leadership can help a business act sustainably: Leadership can help a business act sustainably by the following steps: 1. Creating integrated and smart public policy It is not easy to build better public policy on environmental issues. However, the uncertainty developed by governments failure to act increases companies existing planning challenges. 2. Engaging the members related to value chain, also composing NGO partners and industry. Good alliance would be helpful in accelerating pace of sustainability in establishing productive value chain. 3. Building a acceptable dialog on conscientious consumption. Companies can do perform superiorly by gaining immense support from the consumers (Griffin and Hu, 2013). What is CSR? How does CSR help a business act sustainably? CSR denotes corporate social responsibility. Corporations should act in a way that enhances society and should be held accountable for its actions that affect people. As per the study of MIT, 2011, it was shown that sustainability plays effective hand in almost 70% of corporate agenda in the US (Spicker, 2012). Unilever was able to attain this growth by being conducting their business as a responsible, sustainable one. As a result of that, they were able to accumulate and money including, energy, packaging, etc., building customer base and fostered innovation. On the other hand, it can also be mentioned that not only big enterprise engaged themselves in CSR activities but also there are many small and medium sized firms operate their business in sustainable way to gain long term benefit (Metcalf and Benn, 2013). Even if the Corporate Governance is good, it is still important that there is a strategy for sustainability and leadership for it. Why? Building strong and effective alliance between the stakeholders and firms the important requirement of good corporate governance. Compliance is not the only thing which is demanded from good governance. Culture and climate are involved in corporate governance. The CRAFTED principles of governance consists Consistency, Responsibility, Accountability, Fairness, Transparency, and Effectiveness which are implemented throughout the organization (Huis et al. 2013). The Boards must provide strategic guidance in order to ensure sustainable improvements in corporate valuations. The firms would be able attain their targets on a continued basis if senior management of the firm behave as a role model for implementing the principles of governance. The quality of decisions and management is influenced by the topics such as members of the boards, schedule and different processes for decision-making, etc. It would help in achieving sustainability in performance and leading a better team. Conclusion: Boards should be concentrating not only on the results of business but also on the way and technique of obtaining results. On the other hand, taking excessive risk could sometimes result in better performance. An open and transparent culture is required in the elaborate evaluation of management proposals, where employees of the organisations could be stimulated and encouraged to make correct assumptions and evaluate the possible alternatives for the betterment of the business and staffs. Corporate social responsibility should be aligned with corporate governance to execute the company operations. It is the CSR which acts as the basis for good corporate governance. References Bhansing, P. V., Leenders, M. A., and Wijnberg, N. M. (2012). Performance effects of cognitive heterogeneity in dual leadership structures in the arts: The role of selection system orientations.European Management Journal,30(6), 523-534. Griffin, M. A., and Hu, X. (2013). How leaders differentially motivate safety compliance and safety participation: the role of monitoring, inspiring, and learning.Safety science,60, 196-202. Harris, A. (2013). Distributed Leadership Friend or Foe?.Educational Management Administration and Leadership,41(5), 545-554. Harris, A. (2013).Distributed school leadership: Developing tomorrow's leaders. Routledge. Hill, R., Dunford, J., Parish, N., Rea, S., and Sandals, L. (2012). The growth of academy chains: implications for leaders and leadership. Huis, A., Schoonhoven, L., Grol, R., Donders, R., Hulscher, M., and van Achterberg, T. (2013). Impact of a team and leaders-directed strategy to improve nurses adherence to hand hygiene guidelines: a cluster randomised trial.International journal of nursing studies,50(4), 464-474. Jameson, J. (2013).Leadership in post-compulsory education: inspiring leaders of the future. Routledge. Lukes, M., and Stephan, U. (2012). Nonprofit leaders and for-profit entrepreneurs: Similar people with different motivation.Ceskoslovenska psychologie,56(1), 41-55. Metcalf, L., and Benn, S. (2013). Leadership for sustainability: An evolution of leadership ability.Journal of Business Ethics,112(3), 369-384. Spicker, P. (2012). Leadership: A perniciously vague concept.International Journal of Public Sector Management,25(1), 34-47.