Economic Cycle From 1984 To 1986 Essay Example for Free

Economic Cycle From 1984 To 1986 Essay We can first define economic cycles as the reoccurrence of the expansion or contraction of a countries economy. We still have to look at the view of Wesley Mitchell who is the most famous in the research on economic cycles. He defined business cycle as; Business cycles are a type of fluctuation found in the aggregate economic activity of nations that organize their work mainly in business enterprises; a cycle consists of expansions occurring at about the same time in many economic activities, followed by similarly general recessions, contractions, and revivals which merge into the expansion phase of the next cycle; this sequence of changes is recurrent but not periodic; in duration business cycles vary from more than one year to ten or twelve years; they are not divisible into shorter cycles of similar character with amplitudes approximately their own. (Burns and Mitchell, 1946, p. 3) In this paper, we would be looking at the economic cycle of the U. S economy between 1984 to 986. Nevertheless, before going into the economic cycle that existed from 1984 to 1986, it is clear that in our present time the economy of now pulls the same trends with that of the 1980s. The present fiscal states bears the same tends too, with the borrowing made by government to come down following the substantial years of borrowing. The PSBR declined and surpluses were reached as the 1980s progressed. Surpluses were projected to continue on the grounds of unchanged policies. __________________ 1. Bruce T. Grimm, Alternative Measures of U. S. Economic Activity in Business Cycles and Business Cycle Dating, BEA Working Papers 0024, Bureau of Economic Analysis. 2005. Nevertheless, this was not the same in the early 1990s, as public finances had deteriorated markedly with the deficit reaching 7 per cent of GDP in 1993-94. Not withstanding we have to look at the topic on board and discuss on the cycles of 1984-1986. ECONOMIC CYCLE IN 1984 The economy of the United State rocketed at a fast pace for nearly two decades as the wallets of consumers went fat and it was all about shopping spree . This was all about the recession of the 1980s with specification to the year 1984. The increased pace of growth did not only reflect on the mode of shopping but on the spending done on business. From 1984 to 1986, there was a rapid increase in employment. The increase was so rapid that many analysts to term the United States economy as the American job machine. However, as the rate of employment increased, many still did not benefit from the expansion. Among the less educated young men, unemployment rose and the rate of labor force participating decreased. Though there were enough jobs, many still argued the quality and measurement of the American job in terms of wage, benefits, and job security was decreasing. There was a decrease in high paying jobs in the manufacturing sector and there were more of low paying jobs. There was a growth in part-time and temporary jobs and the less skilled workers were like an erosion of job quality. By the early part of 1984, America experienced the new period of sustained growth since World War II. The tax cut made by government increased the rate of spending done by consumers. ______________________ 2. Burns, Arthur, and Mitchell, Wesley. Measuring Business Cycles. New York: National Bureau of Economic Research. (1946). GNP increased at an annual rate of 4. 2 percent except for the decline in 1986 to fewer than 2 percent. This was the lowest in the decade. The rate of inflation was between three to five percent and the economy produced 13 million jobs. ECONOMIC CYCLE 1985 The economy of the United States continued in an upward trend from 1984 to 1986. This continued in 1985 though in a slow trend in the early year. Nevertheless, as the economic growth continued due to healthy growth and the demand for goods and services, the domestic production suffered because most goods available where imports. The second half of the year was also accompanied with steady growth that lead to the expectation of a continued growth into 1986. Now, looking into the economy in 1985, it was noticed that the first half of the year had a sluggish growth. The GNP of the last half of 1984 rose by 3 percent but that of the first half of 1985 was rose only by 1%. The worsening of the export sector and the decline in inventory investment in first half largely offset a moderately strong increase in the purchase of domestic product goods and services. These included government purchases, business fixed investment, consumption expenditures and residential constructions. Most of the strength in purchases where provided by U. S households. This is due to the strong growth in consumption and the increase in spending done on residential projects. By the second half of the year in 1985, the economic growth has quickened with a 4. 3 percent rise in the GNP at third quarter. The domestic final purchase increased more than that of the first half and the was a decline the rate of export. Because of the sharp _____________________ 3. Balke, Nathan S Gordon, Robert J. The Estimation of Prewar Gross National Product: Methodology and New Evidence. February 1989. Journal of Political Economy, University of Chicago Press, vol. 97(1), pages 38-92. rundown in the domestic stocks for automobile, inventory investment, decline more than that of the first half. The government’s purchases of goods and services in the third quarter were also a sharp contributor to the purchase of domestic final products. The rise in government purchase was because of the increased use of Commodity Credit Corporation Loans by farmers and large increase in defense purchases. Residential fixed investment also increased and while nonresidential fixed investments declined. Expenditures done on personal consumption products increased strongly in third quarter of 1985. The economic growth pace in 1985 was a steady one and it was about 2. 5 percent. This was lower than that of 1984. The growth in domestic purchase increase because of the demand for personal consumption was high. Resource use and Inflation In 1985, the growth in output was not strong enough to reduce the underuse of resources. The rate of unemployment for the civilians fell from 7. 2 percent to 7 percent in November. Manufacturing employment declined and the payroll for nonfarm jobs increased moderately. The rate of capacity utilization in industries, which was another measure of resources use declined at about one percent point. This reflected the greater slack present in the industrial sector than in the social economy. The inflation rate was checked by the slack in the economy this was combined with the strong dollar prices on import and imports competing goods. There was a moderate in increase in the rate of labor cost and the favorable performance for food and energy prices contributed to the level of inflation in 1985. The broadest general price index _____________________ 4. Cacy, J. A. , Glenn, H. M. , and Dan, H. H. â€Å"Economic Review: The U. S. Economy in 1985 and 1986†. December 1985. increased by 3. 75 percent annual rate over the first three quarters of 1985. the price of finished goods sold at wholesale rose by 1. 5 percent in November. This was higher in than that of 1984. The prices of food product declined significantly and there was a slight drop in energy prices. In summary, the year 1985 saw moderate U. S. demand growth being changed to a sluggish out put growth. This was because of the worsening rate of export and inventory investment. The sluggish output growth kept a large amount of resource idle. The total slack experienced in the economy, the direct influence of strong dollar, the weak food prices, and the weak energy prices restrained the rate of price inflation.

Physical Activity and Weight Control :: Health Fitness Weight Loss Essays

Physical Activity and Weight Control Regular physical activity is an important part of effective weight loss and weight maintenance. It also can help prevent several diseases and improve your overall health. It does not matter what type of physical activity you perform--sports, planned exercise, household chores, yard work, or work-related tasks--all are beneficial. Studies show that even the most inactive people can gain significant health benefits if they accumulate 30 minutes or more of physical activity per day. Based on these findings, the U.S. Public Health Service has identified increased physical activity as a priority in Healthy People 2000, our national objectives to improve the health of Americans by the year 2000. Research consistently shows that regular physical activity, combined with healthy eating habits, is the most efficient and healthful way to control your weight. Whether you are trying to lose weight or maintain it, you should understand the important role of physical activity and include it in your lifestyle. How Can Physical Activity Help Control My Weight? Physical activity helps to control your weight by using excess calories that otherwise would be stored as fat. Your body weight is regulated by the number of calories you eat and use each day. Everything you eat contains calories, and everything you do uses calories, including sleeping, breathing, and digesting food. Any physical activity in addition to what you normally do will use extra calories. Balancing the calories you use through physical activity with the calories you eat will help you achieve your desired weight. When you eat more calories than you need to perform your day's activities, your body stores the extra calories and you gain weight (a). When you eat fewer calories than you use, your body uses the stored calories and you lose weight (b). When you eat the same amount of calories as your body uses, your weight stays the same (c). Food scales Any type of physical activity you choose to do--strenuous activities such as running or aerobic dancing or moderate-intensity activities such as walking or household work--will increase the number of calories your body uses. The key to successful weight control and improved overall health is making physical activity a part of your daily routine. What Are the Health Benefits of Physical Activity? In addition to helping to control your weight, research shows that regular physical activity can reduce your risk for several diseases and conditions and improve your overall quality of life.

Barclays Plc and Abn Amro Case Study

[pic] London School of Commerce MBA E BARCLAYS PLC AND ABN AMRO CASE STUDY ASSIGNMENT London UK As one of the world’s leading banks, with 135,000 employees in more than 50 countries, Barclays plays a significant role, from working with governments on major infrastructure projects to bringing banking to customers in emerging markets. Barclays is made up of two major businesses: Global Retail and Commercial Banking (GRCB) and Investment Banking and Investment Management (IBIM). There strategy is to achieve growth through time by diversifying their profit base making their growth relevant to their customers at all times. This case study will seek to examine the bid and intended acquisition of ABN AMRO, and the early acquisition of Banco Zaragozano by Barclays, the differences in performance of these two banks based upon the strategic a economic motives, focusing on the merger acquisition, and strategy implemented to effect improvements to reflect the results from 2002- 2006. 1. Evaluate Barclays strategy over the period of the case and prior to the ABN bid, paying particular attention to the global industry drivers and the group? s performance from 2002-2006. In order to understand the context that helps to formulate the strategic performance changes at Barclays PLC over and prior bid for ABN AMOR. Barclay? s’ origins can be found back in 1690 to John Freame and Thomas Gould. The named changed to its present form when James Barclay became a partner in 1736. Presently, Barclays is the third largest bank in the United Kingdom. The institution’s primary focus is in retail banking, investment banking as well as investment management. Barclays operates in 60 countries with major point of interest in Europe, the United States, Asia, and Africa. Barclays is one of the ten largest banks global when measured by market capitalization (Barclays PLC, 2004). The institution’s core business revolves around retail and investment banking, and it is the later that is being impacted by forces acting upon liberal market economies in varied European Union member states as a result of the aforementioned introduction of the Euro as well as globalization. As a result of the preceding, Barclays services the United Kingdom market as well as providing services to multinational companies located in differing market models. Barclays strategy. The bank’s strategy is to offer a full portfolio of services worldwide, providing a wide range of cross-selling opportunities, in order to achieve good growth through time by diversifying its business base and increasing its presence in markets and segments that are growing rapidly. This is driven by the Group’s ambition to become one of a handful of universal banks leading the global financial services industry, helping customers and clients throughout the world achieve their goals. Moreover, the strategy of the bank is based on the principles of earn, invest and grow. Aligning business drivers with strategic options. The strategic options examined by Barclays were further direct investment or outsourcing to a ‘partner’ bank and these were considered in the context of the bank’s key business drivers. These were:improving their operating model for trade processing; reducing the costs of their trade business in relation to people, infrastructure and services; improving their trade service capabilities and establishing a workable, non-competing, long-term ‘partnership’. After considering all of the options, including a Joint Venture partnership, Barclays decided to outsource the processing aspect of its trade services offering to ABN AMRO and to focus on delivering enhanced client service. Performance Nowadays, the proliferation of banking consolidation within the industry is and has created a new era of international banking conglomerates in the global industry. The preceding is causing European based banks to appear small in terms of relative comparison. Barclays? peration in a liberal market economy means it competes with equity financing for corporations and as such, this does not represent a strength concerning its overall performance base. According to group? s performance from 2002-2006 identifies that Barclays? performance underpinnings are represented by its strategy of acquiring other banking (such as ABN Amro and Banco Zaragozano) concerns to expand its retail as well as other banking services through representation in international marke ts as represented by the bank’s presence in 60 countries. This provides Barclays with the means to sell its highly profitable investment banking services as well as be positioned to service the cadre of multinational companies that utilize its diverse banking financial service packages. On the other hand, ABN AMRO bank has a presence in 76 countries and territories. Using its worldwide network the bank provides universal banking services consisting of commercial and investment banking products to corporate nationally and internationally operating clients as well as personal and private banking customers. In 2007, Barclays announced the proposed acquisition of ABN AMRO bank, in order to expanded their distribution base. The deal was valued at â‚ ¬67 billion. On October, the RFS consortium led by Royal Bank of Scotland, bidding for control of ABN AMRO, formally declared victory after shareholders, representing 86 percent of the Dutch bank’s shares, accepted the RFS group’s â‚ ¬70bn offer. Barclays is known a consistent performer delivering steady profitability results, 20% increase in profit before taxes in 2003, and again in 2004, and one of the lowest cost to income ratios with regard to banks in the UK. The preceding indicates that Barclays is well managed. Barclays? focus on internal administrative consolidation as well as the acquisition of banking concerns represents its recognition in order to maintain growth in revenues, return on equity, dividends and profits in response to maintaining a high market capitalization that tends to make it a relatively unattractive takeover target as a result of the high premium required to acquire it Barclays? retail banking arm is clearly supported by the huge success of its Barclaycard division that has set industry standards in terms of innovations in customer utility. Barclays? resence in 60 countries further strengthens the utility of this card providing business and retail customers with access to their financial accounts globally (Barclays PLC, 2004). The aforementioned diversity in operations is a result of the economic strength of global industry market based economies that have fully recovered from the global recession events of 2002. B arclays? banking acquisition strategy is a direct outgrowth of the foregoing in keeping with the consolidation mania initiated by U. S. based banks. According to ABN AMRO bank performance, financial results in 2006 added to concerns about the bank's future. Operating expenses increased at a greater rate than operating revenue, and the efficiency ratio deteriorated further to 69. 9%. Non-performing loans increased considerably year on year by 192%. Net profits were only boosted by sustained asset sales. From 2002 to 2006, the further progress being made as a result of understanding the corrective measures that were and are needed to be taken. Barclays ? performance throughout this period has remained consistent and steady as the bank has not lost sight of the competencies that helped it achieve acceptable historical performance. . Compare and contrast the intended acquisition of ABN with that of the earlier acquisition of Banco Zaragozano, paying particular attention to the merger rationale and the motives in each case and the likely synergy gains resulting from the integration of ABN. According to the drivers of the bidding war that preceded the intended acquisition of ABN AMRO bank and the acquisition of Banco Zaragozano by Barclays in 2003, it is important to understand why merger and acquisition (M) take place and the potential gains of doing so. But first some definitions. Mergers and acquisitions. Mergers and acquisitions (M) are considered as consolidation strategies where a change of control takes place through a transfer of ownership. A merger is the combining of two or more companies into a single corporation. This is achieved when one company or business purchases the property or some other form of assets from another company. The result of this action is the formation of one corporate structure. This new corporate structure retains it is original identity. An acquisition is a little different from a merger n that it involves many problems being dissolved, and an entirely new company being formed. The main theory of merger and acquisition is synergy, that is, one and one makes three. Through synergy, managers create greater value with the integration of two companies, rather than that of their individual parts. Strategic and economic motives. The strategic of Barclays with the intended acquisition of ABN AMRO bank was to created a big opportunity with the purpose to deliver a new period of faster growth for shareholders in general. Moreover the intended investment would be implemented at a reasonable price slightly below the recent market trading price. The merger for Barclays was focused in a strong financial performance provides clear strategic advantages as well as stature on the world business state. The proposed merger with ABN AMRO, offered a unique opportunity to become a leading force in global retail and commercial banking with an stimate 47 millions customers, in order to increase financial returns to their owners beyond the rate of the stand-alone entities. And the fact that this merger, combining the strengths and values of both businesses, gives them confidence in delivery, both in terms of synergies, and determined in considerable detail by ABN AMRO bank and Barclays, in terms of a clearly defined and transparent management structure that we are putting in place. In terms of growth for shareholders, the combined entity would offers a diversified portfolio, both by geography and by business. Exposure to high-growth developing markets represents about a quarter of the enlarged pro forma profit base. Business segments such as investment banking and investment management, which have as we know strong growth opportunities driven by demographic trendS represent about half of profits For Global Retail and Commercial Banking, the merger would create the fourth largest retail and commercial bank worldwide by market share, and in a world where the needs and buying behaviours of retail and commercial customers are growing more similar, this will create economies of scale. Furthermore, the benefits generate by the merger between both banks would be: complementary networks, a strong presence in attractive European markets; significantly enhanced positions in high-growth developing markets; a much larger distribution network; and the opportunity to deliver considerable economies of scale. The main reason behind Royal Bank of Scotland (RBS), has trumped Barclays? offer for ABN Amro. The for each ABN AMRO share, 79 per cent of which will be in cash, with the remainder in RBS shares. The cash element was higher than expected and the bid, valuing ABN at E71bn (? 8bn), beats Barclays? agreed all-share offer, worth E64. 5bn. The deal offers better value for ABN AMRO bank shareholders. And price is not the only factor, Royal Bank of Scotland (RBS) also combined cost savings would reach E4. 23bn by the end of 2010, easily beating Barclays? estimated savings of around E2. 8bn. In essence the driving force behind the success of the Royal Bank of Scotland (RBS) bid over Barclays was in fact the higher share price expectations offering the perfect icing. That partly reflects the radically difierent strategic visions of the two banks. Barclays is looking to build a huge universal bank where cross-border synergies could be limited. But the Royal Bank of Scotland (RBS) consortium wants to generate a type of â€Å"in-market synergies†, by breaking-up ABN AMRO. On the other hand, in 2003, Barclays announces the completion of its acquisition of Banco Zaragozano, at a cost of ? 788 million which fit nicely into Barclays' strategy to grow its business in Europe. Barclays has been present in the Spanish market for 25 years and it the most profitable foreign-owned bank in the country. The acquisition of Banco Zaragozano to its arsenal makes Barclays the sixth largest private bank in Spain (much of the market is dominated by publicly-owned banks) and triples Barclays customer base and branch network. Barclays aimed to be one of the top five banks in the world and for that it would consider acquisition to achieve the goal. Further, Barclays believes that a physical retail and commercial banking presence is a significant enabler of investment banking growth. The acquisition of Banco Zaragozano, shows that strong retail presence generates ood new business opportunities for global businesses such as investment banking and credit cards. The success or failure of a deal also depends on the time horizon over which evaluation is done. Normally, in the short term, stock reactions to merger announcements tend to raise the target's stock price, while the stock of the acquirer stays about the same. This is normally attributable to the expectation that there will be a bid that is successful and involves a premium above the current market price of the stock. Acquirer prices stay the same, in general, as the market reacts conservatively, depending on the specifics of the deal. 3. Identify what you believe to the key success factors necessary to sustain competitive adavantage in the global financial services industry and briefly discuss the implications for the firm? s competencies, structure, and ehical/corporate governance. Critical success factors (CSFs) have been used significantly to present or identify a few key factors that organisations should focus on to be successful. As a definition, Critical success factors refer to â€Å"the limited number of areas in which satisfactory results will ensure successful competitive performance for the individual, department, or organisation† (Rockart and Bullen, 1981). Identifying CSFs is important as it allows firms to focus their efforts on building their capabilities to meet the CSFs, or even allow firms to decide if they have the capability to build the requirements necessary to meet Critical success factors (CSFs). The main keys success factors for Barclays in the case study are, with over three hundred years of history and expertise in banking Barclays has seen and has gained a reputation for being a trustworthy and a reliable institution to bank and invest with. This reputation has seen it grow into over 50 countries and become truly universal bank providing loans, investments and protecting the money of over 42 million customers and client worldwide. Another reason for the success of Barclays would be that it follows a simple strategic premise; ‘anticipates the needs of customers and clients and serve them by helping them achieve their goals. Part of Barclays recent success has been their ability to target and identify upcoming emerging markets for example: India, parts of Asia and Africa, namely South Africa, expanding its retail network and cash machine availability. Despite being a truly global corporation from a basic bank account to funding Governmental projects, Barclays focus ha s always been to meet the needs of the individual customer. Furthermore, competitive advantages are difficult to create. It is even more difficult to sustain. Community banks usually can not achieve a cost advantages, especially in head-to-head competition with larger, high-volume institutions. That leaves differentiation as their primary method for creating Competitive advantages. But that approach is also problematic. It is clear that technology is playing a bigger and bigger role in banking. But today most banks are using functionally identical systems to develop and deliver products and services. This uniformity of technology has resulted in commoditized banking – the antithesis of differentiation. So while emerging technology can create a temporary advantage, sustainable differentiation based solely on technology is virtually impossible. To make matters worse, technology has actually eliminated some of the historical advantages enjoyed by community banks. Thanks to CRM, personalized service – once the sole province of community banks – is now possible for even the largest institutions. Sustainable Competitive advantages is created by leveraging organization’s unique blend of attributes – brand equity, reputation, geographic footprint, specialized knowledge – and articulating it clearly and consistently to your market. Barclays is an excellent example of a bank that has achieved Competitive advantages through specialized knowledge. On the other hand, on the global financial services industry corporate governance is essential to the wellbeing of an individual company and its stakeholders, particularly its shareholders and creditors. But sound corporate governance is not just a vital factor at the level of the individual corporation. It is also a critical ingredient in maintaining a sound financial system and a robust economy. And that is why governments have taken such an interest in recent examples of corporate governance failures. It is also why banking supervisors are placing greater emphasis on the role that corporate governance can play in promoting financial stability. In the financial system, corporate governance is one of the key factors that determine the health of the system and its ability to survive economic shocks. The health of the financial system much depends on the underlying soundness of its individual components and the connections between them – such as the banks, the non-bank financial institutions and the payment systems. In turn, their soundness largely depends on their capacity to identify, measure, monitor and control their risks. Barclays have designed good corporate governance policies and practices in order to ensure that they are focused on their responsibilities to shareholders and on creating long term shareholder value, and ensuring that behaviour is ethical, legal and transparent. In firms, structure is basically the best way to organize it, in order to accomplish it is objectives. It acts as the medium that facilitates the accomplishments of the organizational goals. It also helps to identify the key activities of the organizational processes and how they are coordinated. Moreover, successful strategy implementation depends to a large extent on the firm’s primary organizational structure. A primary organizational structure comprises the firm’s major elements, components, or differentiated units. Other means of getting organized are through reward systems, coordination terms, planning procedures, alliances, information, and budgetary systems. Geographical structure It is common in firms that have grown by expanding the sale of their products of services to new geographical areas. In these areas, they frequently encounter differences that necessitate different approaches in producing, providing or selling services or products. The key strategic advantage of this structure is responsiveness to local market conditions, a clear example of that is the intended acquisition of ABN AMRO and the early acquisition of Banco Zaragozano. To conclude, after being satisfied with its progress in the United Kingdom, Barclays decided to make its name international by going abroad which was another great move. In the United Kingdom, Barclays had acquired many other small banks, such a Banco Zaragozano, gained large market and profits with each acquisition. As a result of this growth, this company had reached its maturity stage within UK itself; it has reached its peak of growth. Further, Barclays, performance throughout 2002-2006 has remained consistent and steady as the bank has not lost sight of the competencies that helped it achieve acceptable historical performance. Bibliography †¢ Barclays PLC. 2004. Annual Report. Barclays PLC, London, United Kingdom. †¢ Calmfors, Lars, Driffil, John. 1988. Centralisation of Wage Bargaining. Vol. 6. Economic Policy Dammann, N. 2008. The Bidder Competition for ABN AMRO: A Strategic Analysis and Implications †¦Bachelor tesis. †¢ Esping-Anderrsen, Gosta. 1990. Three Worlds of Welfare Capitalism. Princeton University Press, Princeton, New Jersey, United States. †¢ Foster, S. Reed A. , & Nesvold P. 1999. The art of M & A: a merger, acquisition, buyout guide. Fourth edition. †¢ Friedman, Thomas. 1999. The Lexus and the Olive Tree. P 105. Anchor Books, New York, New York, United States †¢ Hall, Peter, Soskice, David. 2001. Varieties of Capitalism: The Insitutional Foundations of Comparative Advantage. Oxford University Press, Oxford, United Kingdom. Ireland, D. , Hoskisson, R. , & Hitt, M. 2008 Understanding Business Strategy: Concepts and Cases. Second edition †¢ Monks, R. , & Minow N. 2008. Corporate Governance. Fourth edition †¢ Rockart, J. & Bullen, C. , 1981. A primer on critical success factors. Center for Information Systems Research Working Paper No 69. Sloan School of Management, MIT, Cambridge, Massachusetts. †¢ Tibergien, M. & Pomering. 2005. R. Practice made perfect: the discipline of business management for financial. Bloomberg.

Ethical Dilemmas and Decisions in Criminal Justice chapter...

Chapter 4 5 Assignment By Lydia Henley Chapter 4 5 In chapter four, I particularly liked how they started off with the unethical decisions that famous politicians had made. On a side note I think it is quite obvious that all of that bad press led to John Edward’s eventual downfall in the election. I think it was ironic how the governor, Spitzer, had promised to clean up the streets but then turned and was caught on tape setting up a â€Å"date† with a call girl. It is, in my opinion; when you are in a position of power the people who are under you, or look up to you, ultimately decide your credibility. With that said, if you re in a position of power any†¦show more content†¦Of course I knew that things similar to this went on, but actually reading a story about it made me sick. I find it difficult that someone could put a price on a crime that they would commit. I know that the majority of people I know say† never say never†, but I know that I would never commit a crime for my own benefit. That is why I definitely do not believe the saying â€Å" every man has his price â€Å". This small section actually interested me so much that i went ahead and read about this Martha Garncia lady and what she actually did. I did not find it settling that she was only given 20 years and four years of supervised release. She could have let in hundreds of murders, rapist, and or lawbreakers every time she smuggled in people and she only had to do 20 years in prison. I also find it disturbing that they imported over 200 pounds of marijuana on many different occasions. For me, right off the bat, I found the opening small story of chapter five shocking. I wonder what has to go through someone s mind and thoughts, in order to commit such a heinous crime like the one the story says they did. 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