Timeline of the Rulers of France From 840 Until 2017

France developed out of the Frankish kingdoms that succeeded the Roman Empire, and more directly, out of the declining Carolingian Empire. The latter had been established by the great Charlemagne but began splitting into pieces soon after his death. One of these pieces became the heart of France, and French monarchs would struggle to build a new state out of it. Over time, they succeeded. Opinions vary as to who the first French king was, and the following list includes all of the transitional monarchs, including the Carolingian and not French Louis I. Although Louis wasnt king of the modern entity we call France, all the later French Louis (culminating with Louis XVIII in 1824) were numbered sequentially, using him as the starting point, and its important to remember that Hugh Capet didnt just invent France, there was a long, confused history before him. This is a chronological list of the leaders who have ruled France; the dates given are the periods of said rule. Later Carolingian Transition Although the royal numbering starts with Louis, he was not a king of France but the heir to an empire which covered much of central Europe. His descendants would later fracture the empire. 814 - 840 Louis I (not a king of France)840 - 877 Charles II (the Bald)877 - 879 Louis II (the Stammerer)879 - 882 Louis III (joint with Carloman below)879 - 884 Carloman (joint with Louis III above, until 882)884 - 888 Charles the Fat888 - 898 Eudes (also Odo) of Paris (non-Carolingian)898 - 922 Charles III (the Simple)922 - 923 Robert I (non-Carolingian)923 - 936 Raoul (also Rudolf, non-Carolingian)936 - 954 Louis IV (dOutremer or The Foreigner)954 - 986 Lothar (also Lothaire)986 - 987 Louis V (the Do-Nothing) Capetian Dynasty Hugh Capet is generally considered the first king of France but it took him and his descendants to fight and expand, and fight and survive, to begin to turn a small kingdom into great France. 987 - 996 Hugh Capet996 - 1031 Robert II (the Pious)1031 - 1060 Henry I1060 - 1108 Philip I1108 - 1137 Louis VI (the Fat)1137 - 1180 Louis VII (the Young)1180 - 1223 Philip II Augustus1223 - 1226 Louis VIII (the Lion)1226 - 1270 Louis IX (St. Louis)1270 - 1285 Philip III (the Bold)1285 - 1314 Philip IV (the Fair)1314 - 1316 Louis X (the Stubborn)1316 John I1316 - 1322 Philip V (the Tall)1322 - 1328 Charles IV (the Fair) Valois Dynasty The Valois dynasty would fight the Hundred Years War with England and, at times, looked like they were losing their thrones, and then found themselves facing religious division. 1328 - 1350 Philip VI1350 - 1364 John II (the Good)1364 - 1380 Charles V (the Wise)1380 - 1422 Charles VI (the Mad, Well-Beloved, or Foolish)1422 - 1461 Charles VII (the Well-Served or Victorious)1461 - 1483 Louis XI (the Spider)1483 - 1498 Charles VIII (Father of his People)1498 - 1515 Louis XII1515 - 1547 Francis I1547 - 1559 Henry II1559 - 1560 Francis II1560 - 1574 Charles IX1574 - 1589 Henry III Bourbon Dynasty The Bourbon kings of France included the absolute apogee of a European monarch, the Sun King Louis XIV, and just two people later, the king who would be beheaded by a revolution. 1589 - 1610 Henry IV1610 - 1643 Louis XIII1643 - 1715 Louis XIV (the Sun King)1715 - 1774 Louis XV1774 - 1792 Louis XVI First Republic The French Revolution swept away the monarch and killed their king and queen; the Terror which followed the twisting of the revolutionary ideals was in no sense an improvement. 1792 - 1795 National Convention1795 - 1799 Directory (Directors)1795 - 99 Paul Franà §ois Jean Nicolas de Barras1795 - 99 Jean-Franà §ois Reubell1795 - 99 Louis Marie La Revellà ­ere-Là ©peaux1795 - 97 Lazare Nicolas Marguerite Carnot1795 - 97 Etienne Le Tourneur1797 Franà §ois Marquis de Barthà ©lemy1797 - 99 Philippe Antoine Merlin de Douai1797 - 98 Franà §ois de Neufchà ¢teau1798 - 99 Jean Baptiste Comte de Treilhard1799 Emmanuel Joseph Comte de Sieyà ©s1799 Roger Comte de Ducos1799 Jean Franà §ois Auguste Moulins1799 Louis Gohier1799 - 1804 Consulate1st Consul: 1799 - 1804 Napoleon Bonaparte2nd Consul: 1799 Emmanuel Joseph Comte de Sieyà ©s,1799 - 1804 Jean-Jacques Rà ©gis Cambacà ©rà ¨s3rd Consul: 1799 - 1799 Pierre-Roger Ducos1799 - 1804 Charles Franà §ois Lebrun First Empire (Emperors) The revolution was brought to an end by the conquering soldier-politician Napoleon, but he failed to create a lasting dynasty. 1804 - 1814 Napoleon I1814 - 1815 Louis XVIII (king)1815 Napoleon I (2nd time) Bourbons (Restored) The restoration of the royal family was a compromise, but France remained in social and political flux, leading to yet another change of house. 1814 - 1824 Louis XVIII1824 - 1830 Charles X Orleans Louis Philippe became king, chiefly thanks to the work of his sister; he would fall from grace shortly after she was no longer around to help. 1830 - 1848 Louis Philippe Second Republic (Presidents) The Second Republic didnt last long chiefly because of the imperial pretensions of a certain Louis Napoleon... 1848 Louis Eugà ©ne Cavaignac1848 - 1852 Louis Napoleon (later Napoleon III) Second Empire (Emperors) Napoleon III was related to Napoleon I and traded on family fame, but he was undone by Bismarck and the Franco-Prussian war. 1852 - 1870 (Louis) Napoleon III Third Republic (Presidents) The Third Republic bought stability in terms of the structure of government and managed to adapt to the First World War. 1870 - 1871 Louis Jules Trochu (provisional)1871 - 1873 Adolphe Thiers1873 - 1879 Patrice de MacMahon1879 - 1887 Jules Grà ©vy1887 - 1894 Sadi Carnot1894 - 1895 Jean Casimir-Pà ©rier1895 - 1899 Fà ©lix Faure1899 - 1906 Emile Loubet1906 - 1913 Armand Fallià ¨res1913 - 1920 Raymond Poincarà ©1920 - Paul Deschanel1920 - 1924 Alexandre Millerand1924 - 1931 Gaston Doumergue1931 - 1932 Paul Doumer1932 - 1940 Albert Lebrun Vichy Government (Chief of State) It was the Second World War which destroyed the Third Republic, and a conquered France tried to find some sort of independence under WW1 hero Petain. No one came out well. 1940 - 1944 Henri Philippe Petain Provisional Government (Presidents) France had to be rebuilt after the war, and that started with deciding on the new government. 1944 - 1946 Charles de Gaulle1946 Fà ©lix Gouin1946 Georges Bidault1946 Leon Blum Fourth Republic (Presidents) 1947 - 1954 Vincent Auriol1954 - 1959 Renà © Coty Fifth Republic (Presidents) Charles de Gaulle returned to try and calm social unrest and began the Fifth Republic, which still forms the government structure of contemporary France. 1959 - 1969 Charles de Gaulle1969 - 1974 Georges Pompidou1974 - 1981 Valà ©ry Giscard dEstaing1981 - 1995 Franà §ois Mitterand1995 - 2007 Jacques Chirac2007 - 2012 Nicolas Sarkozy2012 - Francois Hollande2017 - Emmanuel Macron

Mathematical Model Efa And Cfa - 1474 Words

1) Mathematical model: EFA and CFA are similar in terms of their respective mathematical equation/model. While PCA omits error (b/c it assumes there is perfect reliability), the main distinction between CF and CFA is the fact that CF (EFA) does not constrain factor loadings and CFA does (a priori). 2) Measure selection: selection of measures can be haphazard or based on intuition in EFA, however it must be deliberate in CFA as the measures must be representative of the latent factors that were determined a priori by theory. The content validity of measures is much more important in CFA than EFA. 3) Number of Factors: the number of factors in EFA is determined by the communalities that arise in the factor loadings. Factors are not usually determined a priori (but they can be) and thus the number of factors in EFA is not a big concern. The number of factors in CFA is established a priori based on theory and is an important aspect of CFA. In CFA, constraints are implemented so that only a certain number of factors are possible. 4) Factor Pattern Matrix: the factor pattern matrix in EFA allows all items to load onto all factors. In CFA, the pattern contains both free (estimated) and fixed factor loadings so that only certain items load onto certain factors. 5) Interpretation of Factors: the communalities seen in the factor loadings in EFA determine the emergence of factors. Factors are determined by the high loading items clustered onto that respective factor and a lowShow MoreRelatedFactors Influencing The Factor Analysis2512 Words   |  11 Pages Osborne, 2005). Exploratory Factor Analysis (EFA) Costello Osborne, (2005) said that, factor analysis is used to uncover the structure of relatively large set of variables in the data(Costello Osborne, 2005). EFA identifies the underlying relationship between the variables or items in the data set. The method is particularly used in developing the scale and identifying the set of latent constructs as stated by (Bi, Lee, O Mahony, 2015). EFA is used when the researcher has no prior hypothesis

Strategic And Cultural Challenges Enablers â€Myassignmenthelp.Com

Question: Discuss About The Strategic And Cultural Challenges Enablers? Answer: Introducation The following report is aimed at describing the organizational structure of Woolworths, the leading food retailer in Australia and the issues that are associated with its operations due to the structure adopted by the organization. Thereafter, the report would be directed towards obtaining an illustration of the potential system acquisition methods, sales flowchart, control issues and possibilities of fraud that can be observed in system chosen for the organization. Information systems are perceived as a major corporate asset owing to the higher price of the systems and the benefits facilitated by them. The necessity for critical analysis of the available options in the domain of information systems acquisition could be perceived as a contributor to the long term support for business initiatives. The prominently observed sources of systems acquisition that can serve the strategic information needs of the organization are observed in external or in-house solutions. The flowchart for the sales procedure would provide a legible impression of one of significant aspects of strategic information. The understanding of the sales procedure allows the apprehension of distinct sources of revenue that can be apprehended in the distinct stages of the sales procedure. Thereafter, the organization must also consider the specific limitations which could be observed in the case of controls and issues of fraud that could be associated with the information system. Organizational structure: The organizational structure of Woolworths is observed to be a flat organizational structure with minimal layers of hierarchy. The characteristic element of centralization could be observed in the form of reporting of the lower levels of management to the CEO of the organization (Amrollahi, Ghapanchi Najaftorkaman, 2014). The improvement of the efficiency of organizational workforce could be assumed as a feasible outcome from the flat organizational structure which could be noted from the reduction of middle layers of management. The notable advantage that can be drawn from the exclusion of middle management refers to the access to human capital that can be redirected towards other crucial functional areas involved in the top management and ground management (Arvidsson, Holmstrm Lyytinen, 2014). The organization derives a profound advantage from the flat organizational structure in the form of increasing flexibility of communication among the senior management and store staff. The different implications that can be drawn in context of the flat organizational structure also refers to the interactions between customers and employees at the storefront as well as the personnel involved in the sales and marketing department of Woolworths. Woolworths has sustained its reputation in the domain of food retail sector in Australia alongside addressing the variations in customer preferences and the dynamic changes observed in the external environment with the help of its flat organizational structure (Haron, Sabri Zolkarnain, 2013). The requirement of a strategic information system is required for Woolworths in order to address the gradually expanding operations of Woolworths which could support the existing system platforms of the organization in order to facilitate efficiency in fun ctional areas such as supply chain operations and inventory management. Operational issues: The operational issues that could be anticipated in the case of Woolworths due to its organizational structure involve prominent references to the limitation of control privileges for the organizations management. Since the operations of Woolworths are executed on a large scale in Australia, the organizations management requires flexible allocation of responsibilities to managers and employees as well as effective distribution of organizational objectives (Henriques de Gusmo Pereira Medeiros, 2016). The allocation of responsibilities could become ambiguous since the flat organizational structure does not imply any possibilities for formal communication channels that could lead to profound operational issues. Another profound operational issue that can be perceived in the case of Woolworths refers to the management of human resources since the human capital is responsible for reviewing the decisions that are suggested by the senior management. This factor leads to profound issues in the effective realization of control implications in the management of store level staff alongside the concerns for professional relationships and the personal interaction between employees and the management. The significance of personal relationships could be assumed as profound implications for developing accountability of employees for their professional objectives and responsibilities alongside the proliferation of trust in the organization among employees (Jin, et al., 2014). Woolworths is also liable to experience detrimental consequences in its operations due to the organizational structure such as issues arising out of power conflicts and depreciation of employee motivation. The critical review of these operational issues is essential to apprehend the requirements for a strategic information system for the Woolworths (Lee, et al., 2015). Systems acquisition method: The selection of a viable system acquisition method is necessary for Woolworths in order to assist the organization in addressing operational issues identified in case of the organization. The two prominently known methods of system acquisition involve external and internal system development mechanisms. The external sources of deploying a strategic information system could be observed in outsourcing, cloud computing, open source applications and off-shoring practices (Osman, El Beltagi Hardaker, 2015). Accounting to Parry, De Bock White, internal information systems development could be ensured through employing an in-house solution for developing the information system. The internal information systems development approach could be classified into the distinct methods of life cycle development and rapid application development (Parry, De Bock White, 2015). The preferred system acquisition method that can be applied in the case of Woolworths is through external method of outsourcing that would enable it to acquire a custom developed information system which could help the organization in realizing cost effectiveness alongside catering the information management needs such as flexible retrieval of stock information from distribution centres that would enable employees to work in real-time. Sales procedure: As per Rahman, the sales procedure flowchart is considered as a crucial resource for an organization to outline a system for ensuring sale of products facilitated by Woolworths. The emphasis on the sales procedure could be apprehended from the factor that sales of a product of service signify the development of relationship between customer and the service providers (Rahman, 2016). The sales procedure in the case of Woolworths is initiated with advertisement and marketing initiatives to increase awareness regarding the products. The advertisement process is followed by customer recognition and determination of pricing to address different customer segments. It is imperative to understand the pricing is followed by customers analysis of the product according to various quality dimensions. The final stage in the sales procedure is the purchasing of product by customer. Control issues: The control issues that could be identified for Woolworths refers to the implications of data vulnerabilities observed in security frameworks accessible for the organization. The possibilities that could be drawn from the organizational structure of Woolworths in context of threats of fraud involve the role of interdependence among different departments of the organization. As per Salleh, et , the interrelationship between the different departments of Woolworths is also reflective of the design reforms in the strategic information system implying lack of access controls. Therefore, confidential information could be easily misplaced leading to detrimental consequences for Woolworths which creates the necessity to prepare contingency plans for these threats for obtaining credible outcomes from the information systems (Salleh, et al., 2015). The objectives of financial asset management in contemporary business scenario are largely addressed by development in computers as well as information and communication technology. The proliferation of accounting information systems have not only provided credible opportunities for flexible documentation and management of accounts in organizations but also provided facilities for monitoring of cash flow (Sugiharto, 2016). The accounting information systems are considered as credible resources to monitor the utilization and performance of financial assets of an organization thereby providing opportunities for long term sustenance in the marketplace. Various research studies and secondary information pertaining to accounting information systems have indicated their effectiveness in providing stability and control over financial management of an organization. Development and adoption of accounting software packages: The accounting software packages could be broadly described as application software intended for documentation and management of the different accounting transactions related to the organization such as accounts payable, billing, accounts receivable and general ledgers. According to Tarigan Kraus, the software package also serves the role of a strategic information system through assisting in simplification of the financial management process of an enterprise. The development and adoption of accounting software packages are largely reliant on the industry in which the organization is operating (Tarigan Kraus, 2017). For example, organizations in the retail sector which have a wide expanse of operations require an accounting software package for effective control of the outflows in the outlets and the financial inflows. The development of an accounting software package should be characterized with the flexibility of use and access through the internet. The accounting software package should be able to provide managers with the opportunity to access data from mobile devices which is responsible for drastic reduction in complexity and costs involved with departmental operations (Wali, Sadq Rasheed, 2016). Core models of accounting software packages applied for inventory management and billing could also be assumed as sources for flexibility in the adoption of the packages. Market size: The market for accounting software packages has expanded rapidly due to the profound concerns presented by intensive competition with companies increasing adopting accounting information systems to acquire feasible documentation of their books. The distinct stages of evolution in the designs of accounting software packages have indicated noticeable improvement in the diversity of their application. The efficiency of marketing software packages such as MyOB, Sage, Nominal, Reckon One and Xero have provided adequate opportunities to business management all across the world to monitor their accounts without the requirement of any professional or academic proficiency in accounting management (Waters, et al., 2013). The market leaders such as MyOB and Xero have described their prominence in the current accounting software market with the integration of comprehensive features such as audit services and tax management applications in the packages. The packages ensure that the outcomes of processes involved with calculation of tax and the audit services are independent of the potential changes in the economic environment. Furthermore, the development of features such as provision of consultancy and advisory services facilitated through technological means could also be accounted as a major impact on the improvement of market size for accounting software packages. Market leaders: The accounting software packages provided by market leaders are capable of addressing the different functions through the integration of core and non-core modules. The market leaders in Australias accounting software sector include references to Xero and MyOB. The ability of these market leaders to provide distinct facilities such as industry specific products, location specific products and convenient functionality that are integrated in single software provides customers with the flexibility to use the software. The other characteristics that can be apprehended in the case of these market leaders in accounting software packages refer to profound market share, service resources and extensive scale of functions. These accounting software market leaders are capable of acquiring competitive advantage in the form of facilities for comprehensive integration of the different departments and relevant accounting information for a single platform alongside emphasizing profoundly on the accomplishment of needs and requirements of potential clients (Wiyatno, Alam Napitupulu Abdurachman, 2017). The integration is helpful for identifying specific details involved in the software as well as its functioning leading to exclusion of loopholes and simplification of the accounting experience for clients. The utilization of these attributes is significant for organizations to obtain feasible outcomes such as reduction of manual intervention in accounting management and the simplification of processes pertaining to billing and inventory management. Challenges and recommendations: The application of accounting software packages in case of organizations which have extensive scale of operations and the relevant activities such as development, installation, adoption and configuration of the package could be a complicated task. Another profound setback in context of accounting software packages is observed in the form of cost of the packages since clients are ambiguous regarding the relevance of the package for their business needs (Wali, Sadq Rasheed, 2016). Furthermore, the concerns of costs are complicated by the requirement of periodic investments for the maintenance and support services related to the installed software. Therefore, the implementation of accounting packages should focus on the scope of adoption which could enable the client to review the design of the package and demand necessary reforms suitable for business requirements. The exclusion of certain modules from the packages could also enable price differentiation which can enable customers to acquire accounting software according to the specific modules required for their business needs. The involvement of the clients in development process could also be presented as a viable suggestion to improve the effectiveness of the accounting software packages since organization specific details could be integrated for design of the package thereby facilitating privilege of customization. References Amrollahi, A., Ghapanchi, A.H. and Najaftorkaman, M., 2014. A Generic Framework for Developing Strategic Information System Plans: Insights from Past Three Decades. InPACIS(p. 332). Arvidsson, V., Holmstrm, J. and Lyytinen, K., 2014. Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use.The Journal of Strategic Information Systems,23(1), pp.45-61. Haron, H., Sabri, S.M. and Zolkarnain, Z.N., 2013, November. A situational analysis of Strategic Information System Planning in the context of a Malaysian SME. InResearch and Innovation in Information Systems (ICRIIS), 2013 International Conference on(pp. 539-543). IEEE. Henriques de Gusmo, A.P. and Pereira Medeiros, C., 2016. A model for selecting a strategic information system using the FITradeoff.Mathematical Problems in Engineering,2016. Jin, P.J., Walker, A., Cebelak, M., Walton, C.M. and Nassar, E., 2014. Strategic environmental sensor station (ESS) location determination method based on weather-related crash data for road weather information system (RWIS). In93rd TRB Annual Meeting. Lee, T., Ghapanchi, A.H., Talaei-Khoei, A. and Ray, P., 2015. Strategic information system planning in healthcare organizations.Journal of Organizational and End User Computing (JOEUC),27(2), pp.1-31. Osman, E., El Beltagi, I.M. and Hardaker, G., 2015. The impact of leadership orientation on strategic information system planning processes, with an application to Libyan organizations.Information Technology for Development,21(4), pp.601-627. Parry, G., De Bock, R. and White, G.R., 2015. Global Information System Implementation: A Study of Strategic and Cultural Challenges and Enablers in a DMNC.Strategic Change,24(5), pp.447-462. Rahman, K.Z., 2016. Accounting Information System as a Strategic management Decision Making Tool in Banking Sector: Evidence from Bangladesh.Asian Business Review,6(2), pp.79-84. Salleh, S.M., Kassim, E.S., Sari, N.A.M. and Yunus, N.A.M., 2015. Conceptualizing User Bonding on Strategic Information System Development Success.Advanced Science Letters,21(6), pp.2024-2027. Sugiharto, T., 2016. Business And Information System Strategic Alignment: Determinants And Impact On Rural Bank Organizational Performance. Tarigan, J. and Kraus, W.A., 2017. The Impact of Strategic Leadership Program as ODI on the Usage Accounting Information System and Financial Performance.Journal of Progressive Research in Social Sciences,6(1), pp.410-421. Wali, A.I., Sadq, Z.M. and Rasheed, J.S., 2016. The Role of Strategic Information System Characteristics on Customer Service Quality (An Empirical Study at Soran and Sardam Private Hospitals in Iraqi Kurdistan Region Erbil City).International Journal of Humanities and Cultural Studies (IJHCS)? ISSN 2356-5926,3(2), pp.1778-1790. Waters, K.P., Zuber, A., Willy, R.M., Kiriinya, R.N., Waudo, A.N., Oluoch, T., Kimani, F.M. and Riley, P.L., 2013. Kenya's health workforce information system: a model of impact on strategic human resources policy, planning and management.International journal of medical informatics,82(9), pp.895-902. Wiyatno, W., Alam Napitupulu, T.O.G.A.R. And Abdurachman, E., 2017. The Strategic Roles Of Information System: A Case Of Small Medium Enterprises.Journal of Theoretical Applied Information Technology,95(16).

Poverty Challenges Essays - , Term Papers

Poverty Challenges Poverty Challenges Junior Arnold Spirit is a 14-year old Spokane Indian, who is the main character in the book, The Absolutely True Diary of a Part-Time Indian, by Sherman Alexie. He does not have much self-esteem because of physical health problems and being poor. This explains why he is always picked on or even beaten up. The whole Spokane Indian reservation where he lives suffers from extreme poverty, which is a reason why most have given up on hopes and dreams. He fears that he might be trapped on the reservation too if he does not do something to change that. The challenges of poverty makes Junior decide to leave the reservation in search of a better life. Junior blames the Indian reservation for his family being poor. His parents were poor because they were born into poverty. According to the article, Make a Full-Time Effort to Read Part Time Indian, by Laura Dinovis, she says, Its a depressing place where pride and poor education have kept Juniors family members and neighbors in an endless cycle of depression and poverty (A.7). His mother and father both had dreams and talents that went unnoticed and unattained because of limited money and opportunities to those on the reservation. Junior was stunned at the fact that his Geometry book had his mothers name in it. The reservation was so poor that even the school could not afford new textbooks, which did not give children a good education. He says, My school and my tribe are so poor and sad that we have to study from the same dang books our parents studied from. That is absolutely the saddest thing in the world (Alexie 31). He does not resent his parents for being poor, because he loves them and he knows that they try to do everything in their power to give him the things he needs. Despite not having the finances, they respect his wishes to attend Reardon High School, but let him know that other people on the reservation might be angry with him because of his decision. Along with the educational setbacks from belonging to a low to no income community, the type of health care available is very limited. Junior talks about his health issues throughout the story and notes the insufficient access to dental needs to the poor and tell-tale government issue style eyeglasses. Poor nutrition also contributes to the poor health of the people of the reservation and can cause illnesses to go unattended for longer periods of time. He uses these examples to not only make point of the difference in how he views the healthcare provided to the reservation, but how it impacts his life and self-esteem and how he just wants to be normal. Junior expresses that going hungry is not the worst part of being poor. He is willing to sacrifice his well-being to care for a pet. At the beginning of the book, his dog, Oscar is sick and his parents cannot afford a vet. He thinks this is worse than going hungry. He doesnt see this as a major problem because he says sooner or later, my parents will come bursting through the door with a bucket of Kentucky Fried Chicken (Alexie 8). He wanted to help his best friend and even told his mother he would get a job. The thought of his dog dying and not getting help was devastating to him. He finally realized there was nothing he could do and that his father would end the suffering of his dog by shooting it. He points out that bullets cost less than veterinary care. He also notes the sadness in his fathers eyes knowing what he must do and the hurt it is causing his son. Junior sees the devastation of poverty and how it can end the life of a loved one. Junior tried to hide the fact that he was poor by lying to his friends. He knew that poverty was something to be embarrassed about. I can relate to this when friends ask me to go out, so I tell them I already have plans but in reality I have no money. He wanted to fit in with his