Christopher Schroeder – författare

Chief Justice John Marshall argued that a constitution "requires that only its great outlines should be marked [and] its important objects designated." Ours is "intended to endure for ages to come, and consequently, to be adapted to the various crises of human affairs." In recent years, Marshall's great truths have been supplanted by originalism and strict construction. Such legal thinkers as Supreme Court Justice Antonin Scalia argue that the Constitution must be construed as it was in the eighteenth century--that judges must adhere to the original understandings of the founding law. In Keeping Faith with the Constitution, three legal authorities make the case for Marshall's vision. They describe their approach as "constitutional fidelity"--not to the indecipherable intent of the framers, but to the principles of the Constitution. The original understanding of the text is one source of interpretation, but not the only one; to preserve the meaning and authority of the document, to keep it vital, it must be shaped by evolving precedent, historical experience, practical consequence, and societal change. The authors range across the history of constitutional interpretation to show how this approach has been the source of our greatest advances, from Brown v. Board of Education to the New Deal, from the Miranda decision to the expansion of women's rights. They delve into the complexities of voting rights, the malapportionment of legislative districts, speech freedoms, civil liberties and the War on Terror, and the evolution of checks and balances. The Constitution's framers could never have imagined DNA, global warming, or even women's equality. Yet these and many more realities shape our lives and outlook. Our Constitution will remain vital into our changing future, the authors write, if judges remain true to this rich tradition of adaptation and fidelity.

Seminar paper from the year 2010 in the subject Business economics - Market research, grade: 1,3, AKAD University of Applied Sciences Pinneberg, course: Market Research, language: English, abstract: Companies constantly have to make decisions about the products and services they offer. In order to create successful products and services, it is necessary to know how consumers can become customers. Therefore it is essential for a company to under- stand who their (potential) customers as well as (potential) competitors are. Accord- ing to Kotler/Keller, it is "e;the job of marketing researchers to produce insight into the customer's attitude and buying behavior"e;. Over the last years, the Internet has been a fast developing technology. Especially services like email or chat-rooms are used in everyday life by millions of people.2 The usage of the Internet has spread very fast through nearly the whole society. It is estimated that today nearly 67% of U.S. households have access to the Internet. Kotler/Keller state that online research [...] was estimated to make up 33 % of all survey-based research in 2006, and Internet-based questionnaires also accounted for nearly one-third of U.S. spending in market research surveys in the same year . This raises the question whether the Internet is a suitable device for market research. This paper will discuss the use of the Internet for conducting market research on sales markets. First, the concept of market research, as well as what is understood by the term Internet , will be defined. Thereafter it will be discussed whether and how the Internet can be of assistance to market research.

Seminar paper from the year 2010 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7, AKAD University of Applied Sciences Pinneberg, course: FGI 03, language: English, abstract: Today's business is based on the division of labor. Different people have to work together in order to create values and offer products or services. But these people are individuals with different needs and wants, different skills and abilities. They have different social, economical or cultural backgrounds as well as different working methods. They have opposing interests and suffer from a lack of information about what others need and want. Therefore, the division of labor requires a coordinating element: a manager or a leader. It is their task to coordinate all the individuals creating a unified direction of work. By this, all efforts can be focused on a common goal. Commonly, the terms management and leadership are used synonymous with reference to the coordination function in business or administration. This raises the question whether there is a difference between the two terms management and leadership and if so, how this difference can be described and defined. Sometimes one can hear the saying that managers do the things right, but leaders do the right things . This adage states a significant difference between leadership and management. However, there is a heated debate about this topic. The opinions differ widely about this topic. This paper will discuss the terms management and leadership in a theoretical and practical way. These two terms will be defined as well as differentiated from each other. A special focus will be laid on the management functions and managerial roles and activities. This will be discussed from a theoretical point of view. In addition, a practical example will clarify the theoretical angle.

Seminar paper from the year 2010 in the subject Leadership and Human Resources - Generation Y, Generation Z, grade: 1,0, AKAD University of Applied Sciences Pinneberg, course: MKE 01, language: English, abstract: Companies nowadays face high competitive markets and very different needs and buying behaviors of consumers. It is therefore a reasonable strategy to segment all potential buyers into distinguished segments. In order to serve these segments more effectively, a company has to understand what the specific needs in such a segment are and how to satisfy them. It is essential that the process of serving a special market segments fits to the market. Otherwise the profits will suffer of lower revenues or higher costs. When marketers seek for similarities within consumers they use age - and in a broader sense, generations as a segmentation criterion. One of these generations is the so called Generation Y . Born between the beginning of the eighties and the mid nineties, this group cohort is today between fifteen and thirty years old. Nowadays they are coming into work life and are therefore a valuable customer segment with increasing buying power. It is said that this generation has its own set of needs and ways to buy. So it is interesting to analyze how the Generation Y can be reached by companies. The creation of special customer value for Generation Y for Apollo-Optik will be discussed in this paper. Generation Y will be defined, as well as what is meant by customer value. The company Apollo-Optik will be presented with its products and markets served. Thereafter, this paper is going to analyze the Generation Y for Apollo-Optik with regard to different segmentation criteria. The creation of a special value for a homogenous segment will be discussed at the closing stages.

This publication opens the door to the studio of Hamburg painter Harald Frackmann (born 1944). In an examination of the works on display in his showroom, the volume traces the artistic development of the painter, whose themes often revolve around existential issues. The focus is on the discovery of a previously hidden early phase of his creative work. Rather than a rigid art-historical classification, the book brings these works together with more familiar pieces which are often characterized by dark overpaintings. It guides the reader through an intuitive pictorial narrative that, far removed from chronology, seeks the essence of this multi-layered oeuvre: a rediscovery in “creatures, scenes and landscapes.”