Free

Free African Americans Essay The Antebellum period had a huge impact on the free African American people. The Antebellum period is the time that is pre-Civil War and post-War of 1812. The United States was expanding to a more powerful nation and slavery was the biggest industry in their economy. During this period of time, African Americans had to deal with many obstacles/adversities as free blacks in all regions of the United States. The regions known as, in the northern, upper south, deep south, and far west regions of the United States was where the free African American encountered different and similar situations and experiences. Throughout history the north always was known as the first region that freed slaves. The northern states didnt us the same economic methods as the southern states and the far west. They adopted a new way of making money. According to The African American Odyssey, Between 1860, a market revolution transformed the north into a modern industrial society. This new method changed economy for the north until present day. This was a new age of industry and the production of factories. Slavery was not needed as much as the southern states where they had good sun to cultivate and profit from crops such as cotton. Even though this new method lightened the idea of slavery in the north, the freedom for blacks was still limited. Whites did not want to deal with blacks so they enforced new black laws in which resulted in the segregation of school, communities and any other public uses. Free black men had limited voting rights where they barely had any rights to vote. Most of all these black laws impacted the employment level to a low gradient for the free blacks in the north. This battle for employment had many negative impacts on free Black’s ways of life. Families were tarnished under the pressure of providing for their families with the scarcity of jobs. They enforced fugitive slave law where the white slave masters can hunt and recapture runaway slaves from the south. This made life difficult and filled the free blacks with fear because they were more prone to be wrongfully enslaved. Like the south the whites did not want to deal with blacks whatsoever. Irish immigrants were taking all the jobs away from the blacks many blacks had unskilled jobs such as being barbers and shoemakers. The free African American upper south region did have similar experiences as the north but much more were different. Though they shared similar churches family businesses and fraternities the upper south was still separated by the idea of slavery and the different economic methods. The impact of slavery created different communities. The free blacks in the north lived with other free Blacks while in the upper south; the free Blacks lived with slaves. The fugitive slave laws had a bigger impact on the upper south than the north. The free black was definitely more prone to be enslaves. Many sheriffs would harass and arrest free blacks randomly on profiling them as runaway slaves. They did have a tool known as free papers that was proof for their freedom. But these papers were useless most of the time because they constantly had to be renewed. These free papers impacted the everyday life of African Americans because they had to make sure that their papers werent stolen, lost, or tarnished. The free Blacks had fewer freedoms. They could not vote at all and they had problems going outside at night. They could not congregate in groups and had no rights to bear arms. Life as a free Black person was tougher than the north because of the low employment rates downgraded again due to the Irish immigrants taking their jobs. Their jobs were different during the antebellum period. Many people were maids and servants and washers. Upper south institutions where tarnished and almost did not exist. Black churches were overran by white ministries and left the black ministers with no opportunities to practice on their careers. Schools were almost absent. They were low funded whereas many blacks in the upper south were left uneducated. There were no schools and no jobs which gave success to the whites on preventing the advancement of the free blacks. Unlike the north and the upper south, the Deep South barely had any free blacks despite the fact that the population of African Americans in the Deep South was enormous. There were many incidents of racial mixing with slave owners and the female slaves. Diversity was there but slavery still kept their children enslaved. They usually had a choice to buy their way out of slavery. Many of the free slaves did not have their own separate identity from the white slave owners. Many of the free blacks were just like the whites. They were accepted in the churches. Many wealthy free blacks were educated due to the establishment of private schools. Unlike the north and the Upper South, they had better skilled jobs such as carpentry and tailors. Many whites began to overlook the success of the free African American In the Deep South and made it even more impossible to live. Unlike the North, Upper South, and the Deep South, the Far West absolutely did not want anything to do with free Blacks. The black laws in the Far West were made to ban all free Blacks from settling in their region. The Gold Rush of 1849 resulted in the migration of many White and free Black men to settle out west in states like California and Oregon. The Far west was known to be more multicultural and have multicultural communities. Many blacks had the same jobs of that the free Blacks from the regions had except for the gold mining. Many Blacks prospered from gold. Slavery was a huge propaganda in the upper south and the whole south in general. It was a reality that all African American whether free or enslaved could not avoid. The northern states were gradually enhancing their advancement in the idea of acceptance and coexistence with the Whites in the US. The north had at least a bit of a head start for the search of equality in the U. S. The conditions of living might have been similar and different in many ways but this time all came to an end once the fugitive slave laws were enhanced. Many free African Blacks were enslaved and wrongfully accused to be slaves. The new laws were undisputed and changed the Blacks’ idea of freedom and fight for equality Work Cited Hine D, The African American Odyssey (2011). Combined Volume, 5th Edition. New Jersey: Prentice Hall.

Book Review :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Facing Death, Finding Love: The Healing Power of Grief and Loss in One Family’s Life was written by Dawson Church. 1994. 140p. Aslan Publishing. Dawson Church is a publisher, editor and author. Previous books he has authored or co-authored include The Heart of the Healer and Communing with the Spirit of Your Unborn Child. He works as CEO of Atrium Publishers Group – a book distributor- and lives with his wife and two children in Lake County, California.   Ã‚  Ã‚  Ã‚  Ã‚  Dawson Church starts out with his acknowledgments of appreciation to all the people that have supported him in the writing and publishing of this book. The introduction by Church’s editor, Hal Zina Bennett, Ph.D., reflects the truths revealed in the book’s contents as reminders that in opening our hearts and minds to the greatest mysteries of all – the vast mysteries of life and death – we discover a love that is as powerful in the receiving as in the giving, transcending all our deepest and most grievous emotions. Maybe the best way to describe and sum up the contents of Church’s book that readers are about to discover is as follow†¦   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"It is perhaps in grief that we discover the force that carried us once again into incarnation, the reason we incarnated in the first place. It is in the tearing open of heart that we discover how guarded our lives have become, how small a cage we have traded off for safe ground. We see how our work is to be more loving, to live more fully in an often confusing world.† Church uses nine chapters together with his afterword and appendix A: Grieving Rituals as well as appendix B: Connecting With the Soul to cover all the contents of this book.   Ã‚  Ã‚  Ã‚  Ã‚  Chapter one – The Death – starts out with the vision that death can come very unexpectedly to anyone at anytime or any place when one least prepares for it. Death to Church and his wife as well as to many people in the world are hard to recognize and deal with. He keeps come up with questions such as â€Å"We felt him kicking just last night. What could have happened between then and now? We didn’t feel any struggle. Surely he would have alerted us if something were wrong? He could have communicated his distress, and we could have known and perhaps done something.† Church couldn’t get over the unexpected death of Montague because he thought that no way it could possibly be happened when he and his wife did not neglect any aspect of caring for the infant in the womb.

An Analysis On Value Chain In TVS Group

An Analysis On Value Chain In TVS Group TABLE OF CONTENTS TOPICS Page No 1. INTRODUCTION OF TWO WHEELER AUTOMOBILE SECTOR: -4- 2. GLOBAL TWO WHEELER MARKET – 2009 -4- 3. TWO-WHEELERS PURCHASE TREND -5- 4. INDIA AS A GLOBAL AUTOMOBILE MARKET PLAYER. -6- 5. INTRODUCTION OF TV SUNDARAM IYENGAR AND SONS LIMITED (TVSS). -8- 6. TVS MOTORS AS A TWO WHEELER PIONEERS. -10- . OVERVIEW OF TVS, QUALITY, FINANCIALS & GROWTH PLANS-15- 8. IT’S COMPETITORS. -13- 9. TVSM – STRATEGY FOR GROWTH-15- 10. SCOOTY PEP + -17- 11. SWOT ANALYSIS OF SCOOTY PEP-19- 12. CONCLUSION-19- 13. BIBLIOGRAPHY-20- INTRODUCTION OF TWO WHEELER INDUSTRY Automobile is one of the largest industries in global market. Being the leader in product and process technologies in the manufacturing sector, it has been recognized as one of the drivers of economic growth. During the last decade, well directed efforts have been made to provide a new look to the automobile policy for realizing the sector's full potentia l for the economy. Aggressive marketing by the auto finance companies have also played a significant role in boosting automobile demand, especially from the population in the middle income group. Two-wheeler segment is one of the most important components of the automobile sector that has undergone significant changes due to shift in policy environment. The two-wheeler industry has been in existence in the country since 1955. It consists of three segments viz. scooters, motorcycles and mopeds. In India there are some MNC’s and Indian company dealing in automobile sector. The main key players who are dealing in this sector are Hero Honda, Bajaj, Yamaha, Honda, and TVS. Global two wheeler market – 2009 Two-wheelers to remain the preferred option over Cars – The ownership and maintenance cost of a car is 4 times of a two wheeler – Two wheelers deliver a superior mileage of 70kmpl as compared to 12kmpl of the cars. – Mileage is a key factor influencing buying behavior. Size of the total market: 43 million numbers [pic] Two-wheelers Purchase Trend- India is on every major global automobile player's roadmap and it isn't hard to see why: [pic] ? India is the 2nd largest two-wheeler market in the world, ? th largest commercial vehicle market in the world ? 11th largest passenger car market in the world and is ? Expected to become the 7th largest by 2016. Two-wheelers on a roll ? The demand drivers for the two-wheeler industry are ? High growth in service sector @ 9% ? Favorable demographics – a young population, rising hous e-hold incomes, increasing literacy levels ? Faster introduction of new models ? Increasing replacement demand (from 6 to 3 years) ? Absence of effective public transport. ? Increased availability of low cost retail finance (more than 1500 locations) pic] The key factors emerging are:- †¢ Target audience for two-wheelers is huge. †¢ 140 mn people will be added to the working population in the next 5 years time. [pic] Two-wheelers to remain the preferred option over Cars – The ownership and maintenance cost of a car is 4 times of a two wheeler – Two wheelers deliver a superior mileage of 70kmpl as compared to 12kmpl of the cars – Mileage is a key factor influencing buying behavior. [pic] 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 Introduction of TV Sundaram Iyengar and Sons Limited (TVSs) pic]TVS Motors is the second largest company in the two-wheeler industry with a market share of 16%. Infect, it is the only Indian company without a foreign colla boration in the two-wheeler industry. When the company opted out of the collaboration with Suzuki in 2002, many believed that TVS was headed towards extinction. But the company proved the doomsayers wrong and came out with a very successful `TVS Victor'. TVS Motors Ltd. originally incorporated in 1982 to manufacture two-wheelers in collaboration with Suzuki Motors of Japan, TVS was one of the leaders in two-wheeler industry. It is the holding company for the TVS Group of companies engaged in the manufacturing of various automotive components, two wheelers and a few other industrial products. They are also into the financial services sector. The turnover of the entire group was close to $2 billion in 2003. TVS was founded by T. V. Sundaram Iyengar in 1911. It is the only automotive manufacturer in India to get the prestigious Deming Prize. One of its subsidiaries Sundaram Clayton was the first company in India to receive the Deming followed by Sundaram Brake Linings also getting the Deming Prize. This prize is â€Å"given to organizations or divisions of organizations that have achieved distinctive performance improvement through the application of TQM in a designated year. † Sundaram Clayton went on to be awarded the Japan Quality Medal. The TVS group of companies is mainly situated in Padi, Tamil Nadu, in the outskirts of Chennai (formerly Madras) |Type |Private Conglomerate (BSE) | |Founded |in 1911 by Shri. T V Sundaram Iyengar | |Headquarters |Chennai, Tamilnadu, India | |Key people |Mr. Venu Srinivasan Chairman | |Products |Motorcycles,Mopeds,Ungeared scooters, Automotive components | |Revenue |USD 3. billion (FY 2009) | |Employees |5,633 (2007) | |Website |www. tvsmotor. in | TVS Motors:- TVS Motor Company has its origin in SUndaram Clayton Limited, Moped Division, started in 1980. The factory was started in Hosur, Tamil Nadu in southern India. The first product launched was a 50 cc moped, which appealed to the asses because of its capability to carry two people. In the same location, the same promoters started another company in 1984, in collaboration with Suzuki Motor Corporation of Japan, for the manufacture of 100 cc motorcycles under the brand name of Ind-Suzuki Motorcycles. Subsequently in the moped division was bought by Ind Suzuki Motorcycles in 1987 and the company changed its name to TVS Suzuki Ltd. Even though the company started producing all kinds of two wheelers like mo peds, scooters and motorcycles, the collaboration with Suzuki continued for the motorcycles only. The collaboration with Suzuki Motor Corporation ended in 2001 and since then the name of the company changed to TVS Motor Company. The company now develops all types of two-wheelers through its own in house R&D facility and manufactures in three locations in India, Hosur in Tamil Nadu, Mysore in Karnataka and Baddi in Himachal Pradesh. It has recently started a new manufacturing plant in Indonesia to cater to the South East Asian market. The Chairman and Managing Director of the Company is Mr. Venu Srinivasan who is the grandson of TV Sundaram Iyengar. OPERATIONS REVIEW Quality The Company has significantly improved the quality performance of all its products through a systematic task force approach. The fact that the Company came out with Industry first five year extended warranty program on Star brand is a testimony to its manufacturing quality. TQM The Company continues to benefit from 100% participation of employees in TQM activities. The employees have completed more than 1,200 projects through QC Circles and Cross Functional Teams. The average number of suggestions implemented per employee was 69 during 2007-08. Cost management The Company continues its rigorous focus on costs through an effective deployment system. Value engineering and aggressive global sourcing projects are being pursued to reduce material costs and also to partially neutralize input material cost increase. TPM is practiced in all the plants to ensure significant improvement in productivity and reduction in manufacturing cost. During 2007-08, the Hosur and Mysore plants were awarded the TPM excellence certificate by the Japanese Institute of Plant Management (JIPM). Going forward- Going forward, the road for TVS appears to be bumpy. Automobile industry is the most competitive industry with competition on all fronts viz. pricing, innovations, supply chain, efficiency etc. The situation is further aggravated by rise in raw materials like steel, rubber, plastics etc, as the company is not able to increase the selling price in proportion, thereby affecting the net profit growth. This is evident from the fact that though in FY04 sales grew by 4%, operating profit fell by 1%. Though the raw material prices have cooled off from their peaks, we expect margins to remain under pressure in near future. Riding on significant growth in the two-wheeler segment over the years, coupled with strong cash position and expectation of buoyant economy, two wheeler companies have been planning capacity expansions. Hero Honda has embarked on a green field expansion plan (initial investment of Rs 2. 5 bn). Bajaj Auto (BJAT. BO, news) is expected to increase its capacity by 33% by June 2005. Similarly Honda Motors and Scooters (SCOO. BO, news) India Ltd, 100% subsidiary of Honda Motors Japan is expected to double its capacity in FY06. These developments are likely to create a significant increase in supply of two wheelers, changing the demand supply scenario and thus putting pressure on margins. As compared to TVS, its competitors are sitting with on a huge pile of cash. Hero Honda generated close to Rs 9 bn from operations, where as Bajaj Auto generated Rs 15 bn from operation in FY04, thereby are in a better position to execute expansion plans. TVS generated Rs 2 bn from operations in FY04. National Council for Applied and Economic Research (NCAER), in its report has projected that the demand for motorcycles will be almost 10 times of that of the scooters by 2011-12. TVS, traditionally is considered to be a regional player with a strong hold in Southern region. As per NCAER report, major demand for Scooters is expected to come from northern region, which will account for 50% of the total demand. Similarly the major demand for motorcycle is expected to be from Western region, which will account for 40% of the total demand. Thus it will require considerable effort on part of the management to significantly improve their presence in these regions. This may have an adverse impact on profits due to additional expenditure on account of advertising and publicity. Suzuki sees TVS Motor as main competitor SUZUKI MOTOR Corporation (SMC) and Venu Srinivasan-led TVS Group may have parted company. But the separation seems to be still working on the mind of the erstwhile foreign partner in the former joint venture TVS Suzuki Ltd. (now TVS Motor). SMC, which is now entering the Indian two-wheeler segment independently, has sort of identified TVS Motor as its principal competitor. In a chat with the visiting Indian newspersons at Hamamatsu in Japan, Shinzo Nakanishi, Managing Director, had on more than one occasion indicated that their target would be TVS Motor. Suzuki would aim to match the production and sales of TVS. Otherwise, there is no meaning for the divorce,† he asserted. Suzuki is currently waiting for the `cooling off' period post-separation to end to launch head-on into the Indian two-wheeler market. The cooling-off period ends in April 2004. Mr. Nakanishi indicated that the SMC joint venture with Integra Group would go on stream in the autumn of 2005. While declining to di vulge the capacity of the proposed plant, he said the initial Suzuki investment in the venture would be around $10 million. To a question, he said, the joint venture would focus on producing products in the growing segments (100cc to 150cc four-stroke vehicles). Suzuki had picked the plant location in Haryana in view of the fact that Maruti Udyog had already established a large vendor base around that place. Mr. Nakanishi said Integra would function only as a facilitator for Suzuki to get into the two-wheeler business. â€Å"It will be a gate for us. We will buy them out over a period,† he added. Asked to comment on TVS Motor's proposal to enter the Southeast Asian market, Mr. Nakanishi was guarded but did not mince words. â€Å"We will fight them out there as well,† he asserted. The market in Southeast Asia was competitive, he said. And, Suzuki had presence in countries like Indonesia, Thailand and Vietnam. Indian two wheeler market – Competitive Scenario [pic] India is now the second largest two-wheeler market in the world TVS Motor Company – Mission We are committed to being a highly profitable, socially responsible, and leading manufacturer of high value for money, environmentally friendly, lifetime personal transportation products under the TVS brand, for customers predominantly in Asian markets and to provide fulfilment and prosperity for employees, dealers and suppliers. Vision Statement TVS Motor – Driven by the customer TVS Motor will be responsive to customer requirements consonant with its core competence and profitability. TVS Motor will provide total customer satisfaction by giving the customer the right product, at the right price, at the right time. TVS Motor – The Industry Leader TVS Motor will be one among the top two two-wheeler manufacturers in India and one among the top five two-wheeler manufacturers in Asia. TVS Motor Company is the third largest two-wheeler manufacturer in India and one among the top ten in the world, with annual turnover of more than USD 1 billion in 2007-2008, and is the flagship company of the USD 4 billion TVS Group. [pic] TVSM – Strategy for growth †¢ Secure product leadership by – Introducing brands that break compromises for customers. – Offering the most innovative ‘package’ of product, access and finance. – Faster introduction of Refresh / upgrades †¢ Forge TVSM into an organization that is ‘fit for growth’ by – Delivering best-in-class durability & reliability Building a lean and flexible manufacturing with faster ramp-up capability. – Aggressive global sourcing – Sweating assets to the maximum. – Leveraging the power of IT across core functions. †¢ Accelerate development & deployment of energy-efficient technologies. TVS Motor posts 23% growth in November 2009 Sco oters grow at 38%; Domestic Sales increase 38% Hosur, 01 December 2009: TVS Motor Company has posted 23% growth in November 2009, registering total two wheeler sales of 120,844 units against 98,402 units in the corresponding period of the previous year. The company continued to post growth in sales for the eighth consecutive month, registering a cumulative growth of 8% with sales of 989,353 units in the current financial year up to November 2009 against 917,439 units in the same period last year. Domestic sales of the company witnessed a quantum increase in sales positing growth of 38% recording 106,836 units in November 2009 as against 77,491 in the corresponding period of the previous year. The company's scooter sales grew by 38% posting 25,115 units when compared to 18,210 units in the corresponding period of the previous year. Total motorcycle sales of the company stood at 45,080 units in November 2009 when compared to 45,276 units recorded in November 2008. Exports recorded sales of 14,008 units of two wheelers in November 2009 as against 60,911 units in the corresponding period of the previous year. During the month, the company unveiled two novel products, 110 cc motorcycle TVS Jive and 110 cc automatic scooter, TVS WEGO. TVS Jive features innovative T-Matic technology with rotary gear technology coupled with an automatic clutch. The bike's anti-stall mechanism makes smooth riding possible at low speeds even in high gears, without the engine shutting off. The downward rotary gear system enables the rider to reach neutral straight from top gear. The bike can be started in any gear and is fitted with an electric start for convenience. TVS WEGO is a multi-user, family-friendly and sleek metal bodied scooter that strikes a perfect balance between stability and maneuverability, power and mileage, and sturdiness and ease, making it a delight to ride for any category of users. The company hopes to add around 15% to 20% to its monthly sales, once these new products are made available in the market. SCOOTY PEP + The TVS Scooty Pep Plus is a modern 4 stroke 75cc scooty that is ideal for the ladies. Its powerful engine generates maximum power of 3. 68kw (5 bhp) @ 6500rpm and maximum torque of 5. 8 @ 4000 rpm. [pic] Some of the best features of the Scooty Pep Plus are jewel box headlamp, integrated tail lamp, chrome plated exhaust, multi reflector indicators, and the striking pillion grab rail. Besides these, there are many other features to this scooterette that prove very user-friendly- auto choke, bag hooks, compartmentalized utility box, auto fuel tap, glove box push and pull bag holder among others. The Pep Plus Scooty comes in dual texture colors and arresting graphics. TVS Scooty has always been a good looker. The Pep+ retains the familiar face with its friendly expression but gets a tangy new set of graphics. The grab-rail also now matches its body color. Dual-tone shades spruce up the scooter with a racy chequered look on the front apron and rear panels. Grips, levers, switchgear and mirrors are top-notch. The only drawback is absence of a rear brake-locking clamp. In a smart move, the key slot itself is florescent, so as to allow grope-free access in the dark. There's also a new cell phone-charging point. Pep+ lights up its lockable under seat storage bay and offers yet another smart feature that would do well on any such scooterette, a spring at the mounting pivot prevents the seat from accidentally closing at a fuel station and crushing unsuspecting fingers. It retains its quality feel in offering alloy rims, both front and rear. The refreshed force air-cooled Plus motor feels just as buzz-free and convenient in its automatic ways as before, but there is a difference with healthy dozes of supplementary performance begging to be used. The Plus not only feels meaty where it matters most in its low- and midrange punch, but does manage a relatively respectable top speed of 71kph delivered with refinement. Sitting on the Scooty is comfortable for all except the tallest and the heaviest, who will surely feel cramped. The Scooty was always bold offering twin telescopic forks as front suspension. While the rest of the industry sticks with diminutive and far less effective front dampers, the Pep Plus carries forward this handling-enhancing theme. At the rear, there is a single shock absorber doing duty in conjunction with its hinged engine. The alloy rim-shod Pep Plus is set just right for a ride quality that doesn't wallow overtly, nor feels too firm. It's a well-damped scooterette that offers as much stability as can be expected from any two-wheeler on 10-inch wheels. It steers accurately, turn-in to corners is feather-like and cornering manners satisfactory. The 110mm drum brakes are adequate kit for this vehicle, and offer fine feedback through their individual levers. SWOT ANALYSIS StrengthWeakness |Huge sale network (3500 Dealers). |Suppose to be very sophisticated. | |Better sale service. |Not fit for ruler India. | |It has the highest share in automobile sector. |They have big gap between cubic capacities of its products. | |It has a good brand image. |Its market share is reducing from last few years. | |It gives better service for customers. |Spare parts are too costly. | |Best customer preference. | |Debt equity ratio is only 0. 1. | | |If they are able to improvise the fuel efficiency of Scooty pep+, it |Main threats to TVS are their competitors like:- | |will be a golden opportunity to take over the market. |Bajaj Auto Ltd. | |Growing world demand for entry-level motorcycles especially in emerging|Hero Honda. | |markets |Yamaha Motors India. | |The cost of the product is very high in comparison to other companies. | Opportunitie sThreats CONCLUSION:- †¢ Long term growth prospects for the industry is attractive. †¢ TVSM poised to grow ahead of market through strong innovation and faster upgrades. †¢ Exports will be a key thrust area and will contribute to 10% of sales. †¢ Indonesian project will be an adjacency to current operations and will improve geographical insurance. †¢ Focused efforts to reduce cost will improve profitability. Awards and Accolades _ 2002 – Deming Application prize ( First powered two wheeler company in the world to be awarded this prize for TQM ) _ 2002 – Best Technology award for TVS Victor from Ministry of Science and Technology, Govt of India _ 2003 – Best managed and most investor friendly company by Business today _ 2004 – ‘Best design’ award in the two wheeler category for Scooty PEP from National Institute of design and Business world _ 2005 – ‘Mother Theresa’ award for best Corporate citizen BIBLIOGRAPHY- www. google. com www. tvsmotorsltd. com www. tvsmotor. in   

Mrs. Wright s Life Had Changed Over The Years Of Neglect

Ladies and gentlemen of the jury, today we are here for the trial of Mrs. Wright. Mrs. Wright had murdered her husband, John Wright. You will be feeling sorry for John Wright. You will want to hear his story and feel more sorry for him. It doesn t matter about your feelings for John, what matter is why Mrs. Wright would want to kill her husband. I want you to believe that her crime is justified. What I am asking is for your understand of Mrs. Wright s motives and for leniency on her behalf. Mrs. Wright could have been enduring years of neglect and emotional abuse by her husband. Mr. Wright may have been suppressing Mrs. Wright s personality throughout their marriage. One thing to ask yourself is, what kind of husband would want to push his own wife into killing her husband. Mrs. Wright s life had changed over the years she has been married to John Wright. She could have been facing years of neglect by Mr. Wright. You can see how Mrs. Wright was treated by John through Mrs. Wright s p ersonal items. Mrs. Wright s bird had been killed by her husband. The bird represents Mrs. Wright s personality. Mrs. Wright used to be lively and wore pretty clothes. The bird is sweet and pretty, but kind of timid (108-109). The bird represents what Mrs. Wright used to be before she married John. Now that she is married to John, Mrs. Wright is lonely and depressed by years of John s neglect. The sheriff, Lewis Hale, had shown disrespect towards her when he entered her house. LewisShow MoreRelated Womens Liberation in the 1920s: Myth or Reality? Essay3466 Words   |  14 PagesWomens Liberation in the 1920s: Myth or Reality? The decade following World War I proved to be the most explosive decade of the century. America emerged as a world power, the 19th amendment was ratified, and the expansion of capitalism welcomed the emergence of consumerism. 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