All about Fairy Tales

The following days are a jumble of gunfire, digging, gobbled food, soldiers running in and out of the forest in small groups, distant explosions, stray shells, bandaged heads and unexpected lulls. On the very first day, before dawn, I am ordered into one of the newly dug trenches. I huddle there, squeezing my magic buttons and singing songs to the dog. When the fighting stops, the dog disappears, but a new companion takes his place. A strange little soldier crawls along the trench toward me. ‘Private Sasha!’ he cries. ‘I’ve been looking for you all day long!’ He’s old, like a grandfather, a dedushka. He has a black patch over one eye, a tape measure around his neck and a row of pins threaded into his sleeve. Hanging from his belt is the most enormous pair of scissors I have ever seen and I wonder if he uses them as a weapon. He doesn’t tell me his name, so in my head he becomes Dedushka. Dedushka squats, cups his hand to his ear, peers over the top of the trench and smiles. ‘It’s safe to be upright . . . for now.’ He helps me to my feet, dusts me off and commands me to stand as tall and straight as I can. Then he measures me. Everything from head to toe – even my toes! He writes numbers in a little notebook, strings his tape measure back around his neck, salutes and hurries away. It’s all very strange, and I wonder if Dedushka has been bumped on the head during the battle and is now a little bit muddled. I should have given him a hug before he left. I chase after him but stop when I’m hit by a shovelful of flying dirt. Sleepy Bear is digging a cave! ‘Are you going to hibernate?’ I ask. Sleepy Bear chuckles. ‘No, although that would be wonderful! I could do with a lo-o-o-ong sleep.’ He sighs and closes his eyes. He doesn’t open them again and I realise that he has gone to sleep. Standing up! I shake his arm, and he opens his eyes and keeps talking. ‘No, I’m not hibernating. I’m digging a little nook where I can sleep and eat. I’ll hang up my raincape as a door that can open and close so it feels just like a real home . . . except for the lice . . . and the bad smells . . . and the bombs that make the walls shake and crumble.’ He points further along the trench to where other soldiers are digging. ‘We’re all making little houses in the ground.’ ‘Like rabbits and moles,’ I say. Sleepy Bear chuckles. ‘Yes! And soldiers who need to hide from German bullets and bombs.’ He stops digging to roll a cigarette. ‘Should I be making a house?’ I ask. ‘I want to hide from German bullets and bombs, too.’ Sleepy Bear flops to the ground, lights his cigarette, closes his eyes and takes a deep puff. I wait for him to answer, but, instead, he begins to snore! I poke him in the side. He snorts and he murmurs, ‘I think someone has already built you a house, Sasha. Keep going along this beautiful village street and you are sure to find it.’ He falls asleep once more. I kiss his dusty cheek and whisper, ‘Thank you, Sleepy Bear.’ A little way along, I see Cook in a cloud of smoke. He has lit a fire, right here in the middle of the trench, and is stirring a cauldron full of kasha. He squats as he stirs. ‘What are you doing?’ I ask. ‘Cooking supper, of course!’ he cries. ‘But why are you doing it here?’ Cook points his spoon at the ground above the trenches. ‘Because if I do it up there, my pot will be filled with holes from German bullets and all of the kasha will leak out onto the ground. It’s bad enough that our supplies can’t get through German lines and there’s nothing to cook but buckwheat for kasha. But if we lost the kasha, too . . .’ ‘Hungry soldiers,’ I say. Cook nods. ‘And grumpy!’ ‘Like Boris!’ I gasp. ‘Even worse,’ warns Cook. I picture the kasha pot full of bullet holes. And then I realise that if the kasha pot were full of holes, then Cook would be, too. I wrap my arms around Cook’s neck and say, ‘I think this is a very good place for cooking our supper.’ I kiss his smoky cheek and run along. At the end of the trench, I find the biggest hole of all. It’s wide and deep and as busy as a beehive in a blossom tree. Above, a group of soldiers is rolling logs into place for a roof, while below, typewriters rattle and pencils scratch and papers flutter and voices crackle out of five different radios. Their words tangle together to tell a strange wartime fairy tale about German guns and a loving father called Stalin and a Red Army regiment that is lost in the deep, dark forest and a wicked beast called Hitler and a delivery of vegetables that was hit by a bomb and blown into a million tiny pieces too small even to make soup. In the middle of it all, wrestling with a rumpled map, his rifle still slung over his shoulder, is Major Scruff. ‘Major Scruff!’ I run and jump into his arms. ‘Is this our new home?’ ‘Yes, Sasha. I suppose it is.’ ‘Is it safe from German bullets and bombs?’ I ask. He stares at me. ‘Were you scared in the trenches today, Sasha?’ ‘No,’ I reply. ‘I had magic buttons and a dog and some songs to sing. Were you scared in the forest, Major Scruff?’ ‘Yes,’ he says. ‘Poor Major Scruff!’ I press my hand against his cheek. The dark, rough stubble is grubby with grit and his eyelids are taking a long time to open after every blink. ‘You need a shave and a nap!’ I scold. He chuckles. ‘I am too tired to shave and too busy to nap.’ I scrunch my nose while I consider his problem. ‘I know!’ I cry. ‘You nap and I will shave your whiskers. That will be two jobs tumbled into one!’ And so that’s what we do. Major Scruff slumps into a chair and snoozes while I lather his face with soapy water and shave his whiskers. The soap suds travel from his face, up into his hair and down the front of his uniform, and I have to shave his jaw and chin three times because I keep missing bits, but I finally get it all done. I am just wiping his cheeks dry when the dog appears. He licks my hand, then stretches up and licks soap suds from Major Scruff’s ear. Major Scruff wakes with a start. He feels his newly shaved face and cries, ‘Wonderful, Sasha! I feel smooth, clean, rested and ready for action.’ He ruffles my hair. ‘We must do this again tomorrow. Although next time, you might wake me with a gentle shake of the shoulder instead of licking my ear.’

Create multiple choice questions using the following information: In November, Mrs. Baker has Holling read The Tempest. Despite his preconceptions, Holling is captivated by all the "good stuff" in the play, especially the cussing, which he decides to learn by heart. He figures that Mrs. Baker could not have read the play herself; if she had, she certainly would not have let him have it. Holling is amazed when he discovers that his teacher not only has read the play, but she knows the bad parts as well. Mrs. Baker gives Holling a one-hundred-and-fifty question test on The Tempest, and assigns him to read the play again, telling him "there is a lot more to (it) than a list of colorful curses." The deadline set by Holling's classmates for him to bring them cream puffs arrives, but although Holling's father's company has won the Baker's Sporting Emporium contract, he refuses to extend an advance on his son's allowance. Desperate, Holling goes to Goldman's Best Bakery, offering to work for the money he lacks to buy the cream puffs. Coincidentally, Mr. Goldman, who is active in Long Island's Shakespeare Company, needs a boy to perform in their upcoming Extravaganza, and because of his work with Mrs. Baker, Holling fits the bill. Mr. Goldman gives Holling the required number of cream puffs in exchange, but sadly, while the students are at recess, Caliban and Sycorax, the escaped rats who inhabit the classroom walls and ceiling, come out and decimate the treats. Somehow, the disaster is blamed on Holling; he must clean up the mess, and his classmates decree that he still owes them cream puffs. The next Wednesday, Holling brings five cream puffs to school, which is all he can afford. In addition to facing his classmates' ire, he has to deal with the fact that, in the Shakespeare Company Holiday Extravaganza, he must play the part of Ariel, who is a fairy, and wear yellow tights with white feathers on an unmentionable part of his anatomy; "not a good thing for a boy from Camillo Junior High." To Holling's surprise, just when things are at their darkest, Mrs. Baker comes through for him, bringing cream puffs for the students on his behalf. That afternoon, Mrs. Baker and Holling discuss The Tempest, and whether or not Caliban, the "monster," deserves a happy ending. Holling argues that, as the antagonist, he does not, but Mrs. Baker muses whether Shakespeare might have shown, even in a monster, the capacity of humankind to use defeat to grow. Mrs. Bigio stumbles into the classroom at this point, emitting sounds of indescribable sadness; she has just learned that her husband has been killed in a futile reconnaissance mission in Vietnam. Two nights after his funeral, the Catholic Relief Agency, which houses Vietnamese refugees, including Holling's classmate Mai Thi, is the target of a hate crime. Holling reflects that Shakespeare, with his happy endings for nearly everyone in The Tempest, is wrong. He says, "sometimes, there isn't a Prospero to make everything fine...and...the quality of mercy is strained." In December, Camillo Junior High is awash in "signs of the season." Mrs. Baker, however, does not share the holiday spirit, but Holling is too absorbed with his problems with the Shakespeare Holiday Extravaganza to wonder why. As always, Holling seeks help from his family, but to no avail; his mother comments insipidly that his embarrassing costume is cute, his father tells him to wear it to please Mr. Goldman, who might one day need an architect, and his sister warns him that if news of his role gets to the high school, no one better find out they are related. The only thing that prevents December from being a total disaster is Mrs. Baker's announcement that Mickey Mantle will be signing autographs at the Baker Sporting Emporium. Unfortunately, Mrs. Baker also tells the class about Holling and the Shakespeare Extravaganza, and encourages the students to attend both events. Holling's classmates are intensely curious about his role as Ariel, whom he euphemistically describes as "a warrior." Mr. Goldman tells Mrs. Baker that Holling needs "some practice on interpretation", and she practices with him, playing the part of Prospero. Mrs. Baker is a terrific reader, and when she and Holling rehearse the part where Prospero releases Ariel from bondage, Holling is inspired, realizing what it means to be free "to create his own happy ending." On the night of the performance, Mrs. Baker, Mrs. Bigio, Danny Hupfer and his parents, Meryl Lee, and Mai Thi are in the audience to support Holling, unlike his own parents, who do not want to miss the Bing Crosby Christmas Special on television. Holling executes his part with such passion that his classmates are moved to tears, and do not even notice what he is wearing. When the show is over, Holling, finding the dressing room locked, rushes outside, still in costume, where his father is supposed to be waiting to take him to Baker's Sporting Emporium to see Mickey Mantle. Typically, his father is not there, and Holling, frantic, flags down a bus and begs the driver to take him to the Emporium. The driver takes pity on him and complies, getting him to the Emporium just in time, but when Holling approaches Mickey Mantle for an autograph, the famous player looks derisively at his costume and snaps rudely, "I don't sign baseballs for kids in yellow tights." Danny Hupfer witnesses this snub, and loyally returns his own autographed baseball to Mickey Mantle, saying, "I guess I don't need this after all." Holling and Danny leave together in silence, smarting because "when gods die, they die hard." During the days remaining until holiday break, Mrs. Bigio is especially cantankerous; her cafeteria cooking is unappetizing at best, and her comments to the students are impatient and unkind. Holling, remembering Mrs. Bigio's sadness when she received the news of her husband's death, does not complain, but he is bewildered at the sheer desolation he witnesses when Mrs. Bigio bitterly tells Mai Thi that she "shouldn't even be here...a queen in a refugee home while American boys are sitting in swamps on Christmas Day." After school on the last day before break, Mrs. Baker gives Holling, Danny Hupfer, and Doug Swieteck each a new baseball and mitt, and sends them to the gym, where, to their delight, they meet Joe Pepitone and Horace Clark in their Yankee uniforms, and receive tickets to Opening Day at the Stadium. Mrs. Baker's family knows what happened with Mickey Mantle, and wants to make it up to the boys. The next day, President Johnson declares a Christmas ceasefire in Vietnam, and the holiday season begins in earnest.

The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Michal Porter - Value Chain Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? Triple Bottom Line The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Organizational Performance Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers easily with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Levels of management Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Four functions: Planning,organizing, leading and controlling Mintzberg’s 10 Managerial Roles Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities Katz’ Essential Managerial Skills

Chapter One: Management Today The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers ealy with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities

Write question 2. Early British Actions in the Colonies In 1760, near the end of the Seven Years’ War, a new British king, George III, began his reign. During his 59-year rule, he resisted revolutionary and Napoleonic France. However, George appointed advisors to manage his more distant foreign affairs in North America. These advisors knew very little about the day-to-day lives of colonists and were soon taking actions that enraged many of them. The Proclamation of 1763 The British government faced many problems after the Seven Years’ War. One was how to protect colonists and their land claims as they pushed westward into areas settled by Indigenous groups. In his Proclamation of 1763, George III said to simply draw a line down the crest of the Appalachian Mountains and order colonists not to settle past the boundary. To colonists whose fortunes were founded on Indigenous land, the king’s order suggested tyranny, or the unjust use of government power. They argued that White colonists had already claimed most of the land east of the Appalachians and that farmers had to move west to find land. Besides, colonists and land investors had already crossed the mountains into Indigenous territory. The British government ignored colonists’ arguments. To control the frontier, it sent an additional 7,500 soldiers to the colonies. The Proclamation of 1763 would later be cited as a grievance in the Declaration of Independence. The Stamp Act The British government had other problems besides stopping colonists from encroaching on Indigenous land. Another dilemma was how to pay off the large debt from the Seven Years’ War. The solution seemed obvious to Prime Minister George Grenville, the leader of the British government. People in Great Britain were already paying taxes on everything from windows to salt. In contrast, American colonists were among the most lightly taxed people in the British Empire. It was time, said Grenville, for them to pay their fair share of the cost of Britain protecting colonists and their interests. In 1765, Grenville proposed a new act, or law, called the Stamp Act, which required colonists to buy a stamp for every piece of paper they used. Newspapers, wills, licenses, and even playing cards had to be printed on stamped paper. Again, the colonists sensed tyranny. One newspaper, The Pennsylvania Journal, said that as soon as “this shocking Act was known, it filled all British America from one End to the other, with Astonishment and Grief.” It was not just the idea of higher taxes that upset the colonists. They were willing to pay taxes passed by their own assemblies, in which their representatives could vote on them. However, because the colonists had no representatives in Parliament, they saw the Stamp Act as a violation of their rights as British subjects. For this reason, they argued Parliament had no right to tax them. “No taxation without representation!” they declared. Loyalists simply refused to buy stamps, while other colonists protested the Stamp Act by sending messages to Parliament. Patriots took more aggressive action. Protesters calling themselves the Sons of Liberty organized in 1765 and began attacking tax collectors’ homes. In Connecticut, they even started to bury one tax collector alive. Only when he heard dirt being shoveled onto his coffin did the terrified tax collector agree to resign from his post. After months of protest, Parliament repealed, or canceled, the Stamp Act. Colonists greeted the news with great celebration. Church bells rang, bands played, and everyone hoped the troubles with Great Britain were over. The Quartering Act As anger over the Stamp Act began to fade, Parliament passed another controversial law in 1765. The Quartering Act ordered colonial assemblies to provide British troops with quarters, or housing. The colonists were also told to furnish the soldiers with “candles, firing, bedding, cooking utensils, salt, vinegar, and . . . beer or cider.” Providing these things for British soldiers cost money. New Jersey protested that the new law was “as much an Act for laying taxes” on the colonists as the Stamp Act. New Yorkers asked why they should pay to keep troops in their colony during peacetime. In 1767, the New York assembly decided not to approve any funds for supplies for the British troops, forcing them to remain on their ships. In retaliation, the British government suspended New York’s assembly until it agreed to obey the Quartering Act. Once again, tempers began to rise on both sides of the Atlantic.

Chapter 7 Study Guide Answers What does the Bill of Rights do? The Bill of Rights lists our basic rights. Who is the person mainly responsible for the Bill of Rights? James Madison is the person mainly responsible for the Bill of Rights. The Bill of Rights is part of which document? The Bill of Rights is part of the United States Constitution. Whose job is it to protect our rights listed in the bill of rights? It is the job of the federal courts (judicial branch) to protect our rights. What are the five rights listed in the first amendment? Freedom of speech: includes symbolic speech; does not include speech that could endanger the public safety. Religion: Right to believe whatever you want, but you can’t do whatever you want in the name of religion (can’t break the law). Press: The free flow of information and ideas; can’t print lies or information that could be helpful to an enemy in wartime. Assembly: Use public property for meetings and demonstrations (i.e. parades, protests, political rallies). Must be done legally and peaceably. Right to petition: Means you can appeal to the government if you’re unhappy about something or some policy. Give one example of speech NOT protected under the first amendment. An example of speech not protected under the first amendment would be crying “fire” in a crowded movie theater (anything that could potentially endanger the public safety). What does the second amendment give us the right to? The second amendment gives us the right to bear arms. What does the third amendment state we are not legally obligated to do? Under the third amendment, we are not obligated to quarter (or house) soldiers in our homes. What does the fourth amendment protect us from? The fourth amendment protects us from unreasonable search and seizure. What is needed in order to search or seize property? A warrant is needed, which must be issued by a judge, in order to search and seize property. What five rights are we guaranteed under the Fifth Amendment? Right to a grand jury: determines whether or not the government has enough evidence to bring someone to trial. Double jeopardy: Once a person has been found not guilty, he cannot be tried again for the same crime. Self incrimination: A person has the right to remain silent; he does not have to testify against himself. Due process: The government must follow a clear set of rules (a process) as it carries out the law and takes your life, liberty, or property. Just compensation: If the government has to take someone’s land, they will offer a fair price. What is the right stated in the “Miranda Warning”? The main right stated in the “Miranda Warning” is the right to remain silent. What are the four rights stated under the sixth amendment? Right to a speedy and public trial, and an impartial jury. Right to a jury of people that live in the defendant’s area (jury of your peers). To hear and question all witnesses Right to an attorney As stated in the seventh amendment, we have the right to which type of trial depending on how much money a person is being sued for? What can a judge NOT do? Under the seventh amendment, we have the right to a jury trial depending on how much money is at stake in a civil trial. A judge cannot overturn a decision made by a jury. What are the four things that are prohibited under the eighth amendment? The four things that are prohibited (or not allowed) under the eighth amendment are: excessive fines, excessive bail, cruel and unusual punishments, and poor prison conditions. Under the ninth amendment, rights not listed in the Bill of Rights belong to whom? According to the ninth amendment, rights not listed in the Bill of Rights belong to the people. The tenth amendment states that powers not given to the national government are reserved for whom? According to the tenth amendment, powers not specifically given to the national government are reserved for the people and the states. What is meant by the term “double jeopardy”? The term “double Jeopardy” refers to a person being retried for a crime in which he has already been acquitted, or found “not guilty”. What does it mean to be indicted by a grand jury? To be indicted by a grand jury means that a person will be going to trial and will retain all of the rights listed in the fifth, sixth, seventh, and eighth amendments.

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