Brendan Behan’s The Quare Fellow and Samuel Beckett Essay

Brendan Behan’s The Quare Fellow and Samuel Beckett Existential works are difficult to describe because the definition of existentialism covers a wide range of ideas and influences almost to the point of ambiguity. An easy, if not basic, approach to existentialism is to view it as a culmination of attitudes from the oppressed people of industrialization, writers and philosophers during the modern literary period, and people who were personally involved as civilians, soldiers, or rebels during WWII and witnessed the worst aspects of life and war. These attitudes combined the aspects of loss of identity and autonomy, the uselessness of pain, a sense of alienation, and the meaninglessness of a harsh life where death is the only way†¦show more content†¦Brendan Behan’s play, The Quare Fellow, contains all the characteristics of an existential work through the depiction the realistic portrayal of an Irish prison. Behan wastes no time in expressing his disdain for the public’s blind acceptance of the present state and motives of the modern world. The setting of the play, an Irish prison, is a microcosm for the modern, capitalistic society. In this context, the inmates represent ordinary citizens of society and the warders, respectively, represent those who maintain power and order—governments and corporations. Behan’s presented imagery is that of an inescapable world where no person is actually free. There are always powers that people must follow and respect in order to survive in such a society. The loss of autonomy and complete freedom is always the result, thus perpetuating the stratification of power and the continued sacrifice of the masses; however, the delusion of freedom is always present. Although Mickser is released from the prison, there seems to be little hope in his future as â€Å"he’ll be back,† inevitably, in prison (Behan 309). Mickser is a physically free man, but with the world working against him, he will return to the place where every decision is

Nummi Free Essays

As we compare to Japanese and American culture we can more or less comment on why GM was having difficulties while learning from the ANNUM experience. The GM plant in Fremont, California was opened in 1963 and closed down in 1982 due to bottom ranked in productivity among GM plants and the reputation of the worst quality cars in the entire GM system. The major problem was heavily relying on mistrust and fairness between management and union. We will write a custom essay sample on Nummi or any similar topic only for you Order Now Whereas Toyota at Annum showed the importance of using all means available to establish a climate of fairness such as flat organization, fewer levels of management, no exclusive bonuses and no distinctions between managers and team members such as using the same cafeteria for lunch or no dress differences. The core values were customer satisfaction by means of high quality and low cost, dignity, trust, teamwork, consistency, continual improvement. This sort of approaches was quite different from happily American manufacturing culture as well as its culture itself. Japanese already discovered that in order to maintain waste free and high quality production they have to work well with people work on the line and provide them to the same privilege as white collar employees. Employees In most Japanese companies stay In the companies from low position to higher position and they generally work In the companies for their whole career. In the U. S. Companies often go through massive reorganization, therefore employees will be promoted or laid off. How to cite Nummi, Papers

Panera Bread Growth and Expansion

Abstract Panera Group is an organization that is involved with the bakery and delivery of fresh dough products. The company also runs restaurants that sell fresh products to its clients. Since its establishment, the company provides high quality fresh products.Advertising We will write a custom critical writing sample on Panera Bread Growth and Expansion specifically for you for only $16.05 $11/page Learn More Due to its competitive advantage in quality and freshness of the products, the company charges high prices leading to its revenue growth. The growth in revenue enabled the company to increase its operation in other regions by establishing new units. This study examines the strategic options for the company to grow and expand after analyzing its strengths and weaknesses. Synopsis Every organization usually aims at profit maximization and cost minimization. Panera Bread Corporation also has similar objectives in addition to providing high quality fre sh dough products to its clients. The company realized increased profit consecutively since 1997. Due to increased revenue, the company diversified by establishing new manufacturing and distribution units in the year 2000. Due to the legal and policy uncertainties in the year 2000 following political environment, the diversification of the company took longer than thought. However, the long diversification process led to a reduction in the revenue earned by the company with the company realizing only 9.1% and 12% growth in annualized unit volumes and sales revenue in the year 2003. The analysis of the company reveals that it operates in a highly competitive industry. The company strength of fresh high quality products has enabled the company effectively compete with its competitors. The company sells its products in outlets including restaurants. However, there is an opportunity for the company to reduce operating costs by using e-commerce and door-to-door deliveries. This approach can enable the company venture into low and middle-income regions. Such strategy will reduce its threats and further improve its gradually reducing revenue. Company overview Panera Bread is a Bread company that is based in Missouri. Ken Resenthal established it in 1987 under the name Saint Louis Bakery. The company began trading its shares publicly in 1993 while in 1998 it changed its name to Panera Bread. Apart from bread, the company also bakes other fine bakery products using fine and high quality and pure ingredients.Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More â€Å"Neighborhood bakery† concept is utilized by Panera Bread to measure the level of freshness of bread by the hour. The company is dedicated to high quality production that indicted by high quality baked products. The company participates in corporate social responsibility to the community by giving to th e needy the unsold products. Current Situation A current Performance The current position of the bank is not good due to its reducing sales revenue that arises from the low demand of the company’s products. Despite the expansion of the company’s new units, the firm has realized reduced growth in annualized growth volumes and sales when compared to other years. For instance, the increase in the annualized unit volumes and comparable sales increased by only 9.1% and 12% respectively in the year 2000. The performance of the company improved in terms of revenue and profit as indicated in the figure below. Strategic posture Mission The mission statement is â€Å"A loaf of bread in every arm† (Panera, 2006, p. 2). The mission is not inclusive because it leaves out its employees in their operations in the bakery. Objectives The objective of the bakery is â€Å"With the single goal of making great bread broadly available to consumers across America, Panera Bread freshl y bakes more bread each day than any bakery-cafe concept in the country† (Shaich, 2003, p. 11). Strategic managers Board of Directors The company has a classified board of directors that is divided into three classes that have equal number of directors. Currently, the company has five members of board of directors that are divided into three classes. They are â€Å"Domenic Colasacco and Robert T. Giaimo, with terms ending in 2003; George E. Kane and Larry J. Franklin, with terms ending in 2004; and Ronald M. Shaich, with a term ending in 2005† (Shaich, 2003, p. 15-20). The shareholders do elect the new directors of the company at each annual general meeting for a full term period of three years. Top Management The top management of the company makes decision in consultation with the board of directors. The top management acts as a strategic organ of the company because it strategically makes strategic decision that lead to the improvement of the performance of the compa ny (Wheelen Hunger, 2010, p. 29-1).Advertising We will write a custom critical writing sample on Panera Bread Growth and Expansion specifically for you for only $16.05 $11/page Learn More Ronald M. Shaich, who is also a member of the board of directors, leads the top management. The executive Vice President of the company Paul E. Twohig and senior vice presidents heading different departments in the company assist the director. The management is very experienced in business and is responsible for the growth of the company (Wheelen Hunger, 2010, p. 225). External Environment Natural Environment The natural environment of Panera Bread is based on bread that is baked freshly using natural yeast, flour and water.   In order for the company to be successful, the preparation and maintenance of the yeast is a key factor to providing a  good product to customers.   The yeast must be cultured fed and tended to by the attentive hands of master bakers. The refore, if the yeast is not properly maintained the process will slow down and die, and the bread would not rise (Wheelen and Hunger 29-1).   Another part of the natural environment is the casual atmosphere that Panera Bread provides for its customers.  Panera Bread provides a coffee shop style environment that invites an upscale dà ©cor, wireless internet, and a place to meet casually or for business. Panera Bread delivers its dough products fresh within the most favorable distribution distance radius of 200 miles. However, weather makes the work of distributing the company’s dough products difficult to stores located in regions that experience bad snowstorms. Societal Environment In terms of Panera Bread’s societal environment, there are a number of factors involved when it comes to economics, technological, political-legal and socio cultural.   The company strategically builds its facilities in affluent populations thus making it attracting to customers who a re willing to try different tastes and styles without the worry of paying more (Wheelen and Hunger 29-4). Panera Bread Company uses state of the art computer hardware and software that collects data and tracks marketing information, the average spending of each customer and product mix (Wheelen and Hunger, 2010, 29-15).   The company also embraces the concept of meeting the dining needs of its customers by providing breakfast, lunch, daytime â€Å"chill-out† lunch in the evening and take- home bread (Wheelen and Hunger, 2010, p. 29-3). Political and legal environment for the company are related because most legal regulations are influenced by politics. The uncertainty in legal and regulation policies surround the operations of the company. Political and legal policies uncertainty affected the growth and expansion of the bakery.Advertising Looking for critical writing on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, general elections in the year 2000 led to uncertainties in policies that the new political administration will formulate and implement hence slowing the expansion of the company. The social cultural environment for the company affects the operations of the company. Since consumers desire goods that are advertised on TV, the company incurs high expenses on TV adverts and promotion of its products. Task Environment Panera Bread’s task environment attracts a variety of customers such as movie- goers, shoppers, seniors, business and sales professionals (Wheelen and Hunger 29-3).   The menu offers the expertise and strength of the company’s bakery by proving quality soups, made to order sandwiches and beverages (Wheelen and Hunger 29-9). Although the company does very little advertising, the company relies on customers to stop in and try them out.  No new entrants can be compared to Panera Bread.  However, there are competitors who offer something simila r with specialty foods and casual dining (Wheelen Hunger, 2010, p. 109). Internal Environment Situation Analysis (SWOT) Ronald Shaich started the Cookie Jar in 1980, which grew into a joint venture with Louis Kane and eventually became Panera Bread Company (Wheelen Hunger, 2010, p. 29-2, p. 197). At the time the company went public it would have been considered a divisional structure (Wheelen Hunger, 2010, p. 29-2, p. 147). As it sold off Au Bon Pain Co, it became more of a functional structure (Wheelen Hunger, 2010, p. 29-2, p. 147). Panera Bread’s corporate culture seems to be very good and not anything was said against it. Panera is very dedicated to human resources management and holding a strong professionalism within the company (Wheelen Hunger, 2010, p. 29-16). Important is how the employees feel and treat the customers that can set the mood for an entire company. Panera Bread has a lot going for them in the way of resources. As a very important resource, they hav e their CEO Ronald Shaich and their master artisan baker Mile Marino (Wheelen Hunger, 2010, p. 29-1, p. 29-13). Ronald Shaich started it all with a phenomenal recipe that grew like wild flowers (Wheelen Hunger, 2010, p. 29-1). Mile Marino has been with the company since 1987 and he manages the company’s fresh dough baking operations (Wheelen Hunger, 2010, p. 29-13). The second resource that Panera has is the franchise operations. Having a successful franchise operation can make the company grow faster along with bringing in a percentage of sales from all the stores (Wheelen Hunger, 2010, p. 29-11). As of 2003, there were 429 franchised bakery-cafes open and commitments to open up another 409 (Wheelen Hunger, 2010, p. 29-11). The third resource that Panera has is the management information system. All the Paneras have computerized cash registers, but they give a lot more information than most businesses (Wheelen Hunger, 2010, p. 29-15). These systems can do many things, such as help with cost managing, scheduling Strengths The first strength of Panera Bread Company lies in its corporate resources. The company has skilled leadership that has ensured its success in not only baking high quality bread and dough products, but also financial performance (Wheelen Hunger, 2010, p. 42). Through his leadership, Shaich has led to the development of the competitive advantage of the company in sourdough that enables the company produce and distributes fresh dough products. Using its corporate strategic resources, the company has been able to provide its clients with fresh high quality dough products. Not all companies are able to do that and it has enabled the company to increase it market share. The second strength of the company is the ability of the company to frequently change its menu in the restaurants to fit into consumer taste and preferences. Panera Bread changes its menu frequently to suit the changing taste and preferences of the consumers. Through this strength, the company has been able to maintain a large number of loyal customers. Weaknesses The first weakness of the company is high prices that are charged to its fresh products. The company offers fresh bread and dough products daily to its customers. When it is compared with its competitors that offer organic food products, the company sells its products at higher prices. The high prices that are charged by the company are not favorable to some middle and low-income clients. Additionally, the prices of food products in Panera restaurants are higher than its competitors are. The second and major weakness of the company is the incompetence of the company in research and development. Although there are limited field of research and development in the industry, the company does not have established department in charger of research and development or innovation. Opportunities The company has its first opportunity as diversifying its product mix. This is because it has a diver se culture of consumers who are capable of meeting the company’s price demands without any doubts. Since the company conducts market research on consumer taste and preferences, it should utilize the report to produce substitutes for specific customer segments. Additionally, the company operates restaurants that offer expresso bar drinks. It should exploit the opportunity of extending its options and offer a variety such as syrups that are sugar free (Wheelen Hunger, 2010, p. 278-80). The second opportunity is establishment of international franchise agreements. The company has succeeded in establishment of franchise business. By internationalizing using franchise business, the company will be able to operate in international markets and be able to improve its financial performance further through increased international outlets. Threats The first threat facing the Panera Bread is the threat of rivalry from the company’s competitors in the industry. The competitors inc lude Starbucks Corporation, Chipotle Mexican Grill Inc. and Eighnstein Noah Rest Group. The competitors are very aggressive and the company must keep up with the pace on competitiveness in order to maintain its position in the market. The competitors pose a threat to the existence of the company (Wheelen Hunger, 2010, p. 110-114). The second threat to the existence of the company is the threat of new entrants in the industry. Due to the free entry and exit in the industry, new entrants have entered the industry leading to market saturation (Wheelen Hunger, 2010, p. 110-11). Any person or organization with enough capital can establish a restaurant. The advantage of new restaurants is that customers are willing to try them while looking for a variety of meals. Panera competes with new entrants in the industry by providing a variety of meals to its clients. Review of Current Mission and Objectives The current mission statement of the company is not effective because it does not refle ct the actions and needs of the entire organization. The mission statement does not spell out the organizational culture of the firm especially with in relation to its employees. However, the mission statement is successful in enabling the company achieve fresh delivery of dough products to its clients. Strategic Alternatives and Recommended Strategy Strategic Alternatives The first alternative strategy for the firm is to utilize its internal strength of a strong corporate culture. The company has a very strong corporate structure that is promoted by the management. Using such a culture, the management should increase communication and teamwork. Promotion of teamwork in the company is important because it increase employee performance and strengthen the returns of the company on assets and investments (Wheelen Hunger, 2010, p. 29-16). The company ha san alternative strategy of offering substitutes to its clients. Most customers do conduct their meetings in offices rather than in re staurants. The company has established new conference rooms that offer clients a better environment for meetings compared to their offices. In addition, meetings held in the restaurant conference rooms are accompanied by high quality coffee provided by the company restaurants. The external environment offers the opportunity of franchising to the company. The company should use the franchising opportunity to venture into other countries especially in Europe. Through franchising strategy, the company will be able to reduce operating costs by economies of scale and economies of scope (Wheelen Hunger, 2010, p. 278-80). Recommended Strategy Panera Bread Company is known for the quality of its products. In order to sustain its continued high performance, the management of the company should pursue the diversification strategy. Diversification and integration will ensure growth and expansion of the company while maintaining high revenue as before. Outsourcing is another important strategy that will lead to reduced costs for the company. The company uses wheat and other resources that are used in production. Sourcing goods from countries such as China where goods are produced cheaply is an option that should not be ignored. The simplification of the company product through value engineering is important for the management because it will reduce operations costs and maintain high quality fresh dough products. Additionally, the company can overcome the competitiveness pressure by producing substitutes to its competitor products (Wheelen Hunger, 2010, p. 278-80). Implementation The above strategies are formulated by the top management of the company and are implemented by the entire workforce in the organization. The management should work with their subordinates to implement the strategies. The success of the implementation depends on the level of communication in the firm. High level of communication ensures that the management is able to issues instructions to their juniors and their juniors are able to seek clarifications where instructions are not clear. Through high levels of communication in the company, the management can involve their subordinates in formulating policies and programs that will lead to successful implementation of the outsourcing, diversification and integration strategies (Wheelen Hunger, 2010, p. 272). Fiscal year 2011 – Panera Bread will begin the implementation of its strategy. The company should begin by market analysis on the cultural diversity of its market and the changes in tastes and preferences. Panera Bread has an active marketing team that collects market consumer information. The team should take a six months survey on the consumer tastes and preferences and the necessary changes required in the firm. The survey findings should be evaluated a plan made to execute the changes. Fiscal Year 2012 – in this fiscal year, Panera Bread should utilize the market survey and strategic plan to launch new products. The new products should be included in the new menu of the company. In the course of the year, the company should monitor the performance of each of its outlet units and the recommendations made at the end of the year. Additionally, the company should establish substitutes to its competitors especially the new entrants in the industry. The substitutes can include establishment of conference rooms in its restaurants to pull clients from holding meetings and conferences in offices. Fiscal year 2013 – the company should close down poor performing outlet units and open new outlets in new strategic markets identified through the market survey. The closure of the poor performing units and their replacement of new high performing units will lead to increased financial performance of the company. Fiscal Year 2014 – following the increased revenue in the prior year resulting from new ventures and closure of poor performing outlet units, the company should use the earn ed revenue to set up a research and development center. The research and development center will supplement the market surveys by carrying out research in food varieties to be provided by the company in the restaurants. The segmentation of the market will help the RD section to provide food variety to specific market groups such as the diabetic and people with specific needs. Fiscal year 2015 – the company should continue monitoring its outlets while re-evaluating its pricing strategies. Given the company’s customer loyalty, the company should seek possible mergers and acquisitions even as it evaluates its entire operations. Evaluation and Control We are confident that our suggestions for Panera Bread will exceed expectations. However, in order to maintain the successes this strategic plan will bring, Panera Bread must monitor its progress and quickly move to resolve any issues that may arise. The company should use a balanced scorecard to evaluate how its customers an d shareholders view it. Some traditional financial measures such as Return on Investments (ROI), Return on Equity (ROE) and net earnings should be used to measure its financial performance. This form of evaluation monitors Panera Bread’s activities in terms of overall strategy and vision. It also gives the top management a balanced view of its organizational measures of service delivery, operational efficiency and financial performance. The balanced score card should be measured by a set up team by the firm. The team will be able to provide feedback of internal business processes and external outcomes in order to improve strategic performance and results. The balanced score card is the best method for Panera bread because it includes necessary feedback of the customers of Panera Bread. Ultimately, if customers are not satisfied, they will find other retailers that will meet their needs. References Panera, (2006). Panera Bread Conmpany: 2006 Annual Report. Web. Shaich, R. (200 3). Panera Bread Company 2006 Annual Report to Stockholders. Web. Wheelen, T. Hunger, D. (2010). Strategic Management and Business Policy Achieving Sustainability. 12 Ed. Prentice Hall. This critical writing on Panera Bread Growth and Expansion was written and submitted by user C0tt0nm0uth to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

9 People You Need In Your Life Right Now

9 People You Need In Your Life Right Now You want to be great? You’d better start surrounding yourself with great people. ASAP. Whether this is mentors, or pals, or teammates, the idea is the same- great people attract other great people. And, most importantly, they all attract greatness. Make sure your personal network is great so you can be too. Find yourself a few types from this list and you’ll be well on your way:1. The Kind and Loyal FriendDon’t underestimate the selfless person who is always willing to lend a hand when you need one most. This person is going to root for your success, not just their own. And if they see you need something, or they notice your potential, they’ll go out of their way to help you. They’ll also be your constant cheerleader.2. The Strategist/PlannerThis is a great person to have around if you’re not particularly strategy-minded yourself. Find someone who knows you and knows what you want to help you figure out how to get there when you feel like you are floundering around for answers- someone who will give you seasoned advice and help you make a game plan that you’ll actually follow through with.3. The CoachEverybody needs somebody in their corner, particularly someone who will also call you on your crap and push you to do better than you are doing. Someone older and wiser who can help you figure out how to solve problems for yourself in the long run.4. The MentorA mentor is less psychologically important than the coach, but much more instrumentally important. Pick someone with experience and success in the field you want to work in. Learn from them. The better you do, the better they will feel about their mentoring skills. Everybody wins!5. The ChallengerYes men are everywhere. You need people on Team You. But you also need people who remain agnostic about how well you do at any given thing and are willing to tell you the hard truths or force you to confront a problem from a different angle or look at a situation in a different way. Find yourself a devil’s advocate who will scrutinize your ideas and plans honestly, without feeling like they’re going to hurt your feelings.6. The EnergizerFind someone who pumps you up! Whenever you are down or enervated or just plain uninspired, know who to turn to. It could be one person, or a group of people, or everyone in your life. Just find a way to recharge your inspiration batteries on the quick.7. The Real FriendEveryone needs someone they can go to when they don’t have it in them to act or impress or be on their guard. Find someone you can just be real with. Then find more. This can be your partner, or your pals, or your family, or, preferably, all of the above.8. The ConnectorConnectors are exceedingly rare but unbelievably helpful. They long to meet people, root for them and connect them to other people. These are people with a deep network who know someone for any possible need. Find this person and never displease them! They can e asily be the key to your success.9. The OptimistYou really need to know someone like this if you tend to lean toward cynicism or pessimism. Find someone who can help you see the silver lining, even in the direst situations. Think of this person as your moral flashlight out of the dark caves of despair!

Bulgars, Bulgaria and Bulgarians

Bulgars, Bulgaria and Bulgarians The Bulgars were an early people of eastern Europe. The word bulgar derives from an Old Turkic term denoting a mixed background, so some historians think they may have been a Turkic group from central Asia, made up of members of several tribes. Along with the Slavs and the Thracians, the Bulgars were one of the three primary ethnic ancestors of present-day Bulgarians.   The Early Bulgars The Bulgars were noted warriors, and they developed a reputation as fearsome horsemen. It has been theorized that, beginning in about 370,  they moved west of the Volga River along with the Huns. In the mid-400s, the Huns  were led by Attila, and the Bulgars apparently joined him in his westward invasions. After Attilas death, the Huns settled in the territory north and east of the Sea of Azov, and once again the Bulgars went with them.   A few decades later, the Byzantines hired the Bulgars to fight against the Ostrogoths. This contact with the ancient, affluent empire gave the warriors a taste for wealth and prosperity, so in the 6th century they began to attack the nearby provinces of the empire along the Danube in hopes of taking some of that wealth. But in the 560s, the Bulgars themselves came under attack by the Avars. After one tribe of Bulgars was destroyed, the rest of them survived by submitting to yet another tribe from Asia, who departed after about 20 years. In the early 7th century, a ruler known as Kurt (or Kubrat) unified the Bulgars and built a powerful nation that the Byzantines referred to as Great Bulgaria. Upon his death in 642, Kurts five sons split the Bulgar people into five hordes. One remained on the coast of the Sea of Azov and was assimilated into the empire of the Khazars. A second migrated to central Europe, where it merged with the Avars. And a third disappeared in Italy, where they fought for the Lombards. The last two Bulgar hordes would have better fortune in preserving their Bulgar identities. The Volga Bulgars The group led by Kurt’s son Kotrag migrated far to the north and eventually settled around the point where the Volga and the Kama rivers met. There they split into three groups, each group probably joining with peoples who had already established their homes there or with other newcomers. For the next six centuries or so, the Volga Bulgars flourished as a confederation of semi-nomadic peoples. Although they founded no actual political state, they did establish two cities: Bulgar and Suvar. These places benefited as key shipping points in the fur trade between the Russians and Ugrians in the north and the civilizations of the south, which included Turkistan, the Muslim caliphate at Baghdad, and the Eastern Roman Empire. In 922, the Volga Bulgars converted to Islam, and in 1237 they were overtaken by the Golden Horde of the Mongols. The city of Bulgar continue to thrive, but the Volga Bulgars themselves were eventually assimilated into neighboring cultures. The First Bulgarian Empire The fifth heir to Kurts Bulgar nation, his son Asparukh, led his followers west across the Dniester River and then south across the Danube. It was on the plain between the Danube River and the Balkan Mountains that they established a nation that would evolve into what is now known as the First Bulgarian Empire. This is the political entity from which the modern state of Bulgaria would derive its name. Initially under the control of the Eastern Roman Empire, the Bulgars were able to found their own empire in 681, when they were officially recognized by the Byzantines. When in 705 Asparukh’s successor, Tervel, helped restore Justinian II to the Byzantine imperial throne, he was rewarded with the title caesar. A decade later Tervel successfully led a Bulgarian army to assist Emperor Leo III in defending Constantinople against invading Arabs. At about this time, the Bulgars saw an influx of Slavs and Vlachs into their society. After their victory at Constantinople, the Bulgars continued their conquests, expanding their territory under the khans Krum (r. 803–814) and Pressian (r. 836–852) into Serbia and Macedonia. Most of this new territory was heavily influenced by the Byzantine brand of Christianity. Thus, it was no surprise when in 870, under the reign of Boris I, the Bulgars converted to Orthodox Christianity. The liturgy of their church was in Old Bulgarian, which combined Bulgar linguistic elements with Slavic ones. This has been credited with helping to create a bond between the two ethnic groups; and its true that by the early 11th century, the two groups had fused into a Slavic-speaking people who were, basically, identical to the Bulgarians of today. It was during the reign of Simeon I, the son of Boris I, that the First Bulgarian Empire achieved its zenith as a Balkan nation. Although Simeon evidently lost the lands north of the Danube to invaders from the east, he expanded Bulgarian power over Serbia, southern Macedonia and southern Albania through a series of conflicts with the Byzantine Empire. Simeon, who took for himself the title Tsar of All the Bulgarians, also promoted learning and managed to create a cultural center at his capital of Preslav (present-day Veliki Preslav). Unfortunately, after Simeons death in 937, internal divisions weakened the First Bulgarian Empire. Invasions by Magyars, Pechenegs and Rus, and reignited conflict with the Byzantines, put an end to the sovereignty of the state, and in 1018 it became incorporated into the Eastern Roman Empire. The Second Bulgarian Empire In the 12th century, stress from external conflicts reduced the Byzantine Empires hold on Bulgaria, and in 1185 a revolt took place, led by the brothers Asen and Peter. Their success allowed them to establish a new empire, once again led by Tsars, and for the next century the house of Asen reigned from the Danube to the Aegean and from the Adriatic to the Black Sea. In 1202 Tsar Kaloian (or Kaloyan) negotiated a peace with the Byzantines that gave Bulgaria complete independence from the Eastern Roman Empire. In 1204, Kaloian recognized the authority of the pope and thus stabilized the western border of Bulgaria. The second empire saw increased trade, peace, and prosperity. A new golden age of Bulgaria flourished around the cultural center of Turnovo (present-day Veliko Turnovo). The earliest Bulgarian coinage dates to this period, and it was around this time that the head of the Bulgarian church attained the title of patriarch. But politically, the new empire wasnt particularly strong. As its internal cohesiveness eroded, external forces began to take advantage of its weakness. The Magyars resumed their advances, the Byzantines took back portions of Bulgarian land, and in 1241, Tatars began raids that continued for 60 years. Battles for the throne among various noble factions lasted from 1257 to 1277, at which point peasants revolted due to the heavy taxes their warring overlords had imposed on them. As a result of this uprising, a swineherd by the name of Ivaylo took the throne; he wasnt ousted until the Byzantines lent a hand.   Only a few years later, the Asen dynasty died out, and the Terter and Shishman dynasties that followed saw little success in maintaining any real authority. In 1330, the Bulgarian Empire reached its lowest point when Serbs slew Tsar Mikhail Shishman at the Battle of Velbuzhd (present-day Kyustendil). The Serbian Empire took control of Bulgarias Macedonian holdings, and the once-formidable Bulgarian empire began its last decline. It was on the verge of breaking apart into lesser territories when the Ottoman Turks invaded. Bulgaria and the Ottoman Empire The Ottoman Turks, who had been mercenaries for the Byzantine Empire in the 1340s, began attacking the Balkans for themselves in the 1350s. A series of invasions prompted the Bulgarian Tsar Ivan Shishman to declare himself a vassal of Sultan Murad I in 1371; yet still the invasions continued. Sofia was captured in 1382, Shumen was taken in 1388, and by 1396 there was nothing left of Bulgarian authority.   For the next 500 years, Bulgaria would be ruled by the Ottoman Empire in what is generally viewed as a dark time of suffering and oppression. The Bulgarian Church as well as the empires political rule was destroyed. The nobility either were killed, fled the country, or accepted Islam and were assimilated into Turkish society. The peasantry now had Turkish lords. Every now and then, male children were taken from their families, converted to Islam and raised to serve as Janissaries. While the Ottoman Empire was at its height of power, the Bulgarians under its yoke could live in relative peace and security, if not freedom or self-determination. But when the empire began to decline, its central authority could not control local officials, who were sometimes corrupt and at times even downright vicious.   Throughout this half a millennium, Bulgarians held stubbornly to their Orthodox Christian beliefs, and their Slavic language and their unique liturgy kept them from becoming absorbed into the Greek Orthodox Church. The Bulgarian peoples thus retained their identity, and when the Ottoman Empire began to crumble in the late 19th century, the Bulgarians were able to establish an autonomous territory.   Bulgaria was declared an independent kingdom, or tsardom, in 1908. Sources and Suggested Reading The compare prices links  below will take you to a site where you can compare prices at booksellers across the web. More in-depth info about the book may be found by clicking on to the books page at one of the online merchants. The visit merchant links will take you to an online bookstore, where you can find more information about the book to help you get it from your local library. This is provided as a convenience to you; neither Melissa Snell nor About is responsible for any purchases you make through these links. A Concise History of Bulgaria(Cambridge Concise Histories)by R. J. CramptonCompare prices The Voices of Medieval Bulgaria, Seventh-Fifteenth Century: The Records of a Bygone Culture(East Central and Eastern Europe in the Middle Ages, 450-1450)by K. PetkovVisit merchant State and Church: Studies in Medieval Bulgaria and Byzantiumedited by Vassil Gjuzelev and Kiril PetkovVisit merchant The Other Europe in the Middle Ages: Avars, Bulgars, Khazars and Cumans(East Central and Eastern Europe in the Middle Ages, 450-1450)edited by Florin Curta and Roman KovalevVisit merchant Armies of the Volga Bulgars Khanate of Kazan: 9th-16th Centuries(Men-at-Arms)by Viacheslav Shpakovsky and David NicolleCompare prices The text of this document is copyright  ©2014-2016 Melissa Snell. You may download or print this document for personal or school use, as long as the URL below is included. Permission is   not  granted to reproduce this document on another website. For publication permission,  please   contact  Melissa Snell. The URL for this document is:http://historymedren.about.com/od/europe/fl/Bulgars-Bulgaria-and-Bulgarians.htm

Power of the Internet Essay Example | Topics and Well Written Essays - 1000 words

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Conflict Assesment Assignment Example | Topics and Well Written Essays - 500 words

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