Biography of Genghis Khan, Founder of the Mongol Empire

Genghis Khan (c. 1162–August 18, 1227) was the legendary founder and leader of the Mongol Empire. In a span of just 25 years, his horsemen conquered a larger area and greater population than the Romans did in four centuries. To the millions of people conquered by his hordes, Genghis Khan was evil incarnate; in Mongolia and Central Asia, however, he was widely revered. Fast Facts: Genghis Khan Known For: Khan was the founder and leader of the Mongol Empire.Also Known As: TemujinBorn: c. 1162 in Delun-Boldog, MongoliaDied: August 18, 1227, in Yinchuan,  Western XiaSpouse(s): Borje, Khulan, Yesugen, Yesulun (plus others)Children: Jochi, Chagatai, Ogedei, Tolui (plus others) Early Life Records of the Great Khans early life are sparse and contradictory. He was likely born in 1162, though some sources say 1155 or 1165. We know that the boy was given the name Temujin. His father Yesukhei was the chief of the minor Borijin clan of nomadic Mongols, who lived by hunting rather than herding or farming. Yesukhei had kidnapped Temujins young mother, Hoelun, as she and her first husband were riding home from their wedding. She became Yesukheis second wife; Temujin was his second son by just a few months. Mongol legend claims that the baby was born with a blood clot in his fist, a sign that he would be a great warrior. Hardship and Captivity When Temujin was nine, his father took him to a neighboring tribe to work for several years and earn a bride. His intended wife was a slightly older girl named Borje. On the way home, Yesukhei was poisoned by rivals and died. Temujin returned to his mother, but the clan expelled Yesukheis two widows and seven children, leaving them to die. The family survived by eating roots, rodents, and fish. Young Temujin and his full brother Khasar grew to resent their eldest half-brother Begter. They killed him and as punishment for the crime, Temujin was seized as a slave. His captivity may have lasted for more than five years. Youth Set free at age 16, Temujin went to find Borje again. She was still waiting for him and they soon married. The couple used her dowry, a fine sable-fur coat, to make an alliance with Ong Khan of the powerful Kereyid clan. Ong Khan accepted Temujin as a foster son. This alliance proved key, as Hoeluns Merkid clan decided to avenge her long-ago kidnapping by stealing Borje. With the Kereyid army, Temujin raided the Merkids, looting their camp and reclaiming Borje.  Temujin also had help in the raid from his childhood blood-brother Jamuka, who would later become a rival. Borjes first son Jochi was born nine months later. Consolidation of Power After rescuing Borje, Temujins small band stayed with Jamukas group for several years. Jamuka soon asserted his authority, rather than treating Temujin as a brother, which started a two-decade feud between the 19-year-olds. Temujin left the camp, along with many of Jamukas followers and livestock. At the age of 27, Temujin held a kurultai (tribal council) among the Mongols, who elected him khan. The Mongols were only a Kereyid sub-clan, however, and Ong Khan played Jamuka and Temujin off one another. As Khan, Temujin awarded high office not just to his relatives, but to those followers who were most loyal to him. Unification of the Mongols In 1190, Jamuka raided Temujins camp, cruelly horse-dragging and even boiling alive his captives, which turned many of his followers against him.  The united Mongols soon defeated the neighboring Tatars and Jurchens, and Temujin Khan assimilated their people rather than follow the steppe custom of looting them and leaving. Jamuka attacked Ong Khan and Temujin in 1201. Despite suffering an arrow shot to the neck, Temujin defeated and assimilated Jamukas remaining warriors. Ong Khan then treacherously tried to ambush Temujin at a wedding ceremony for Ongs daughter and Jochi, but the Mongols escaped and returned to conquer the Kereyids. Early Conquests The unification of Mongolia ended in 1204 when Temujin defeated the powerful Naiman clan. Two years later, another kurultai confirmed him as Genghis Khan or universal leader of all Mongolia.  Within five years, the Mongols had annexed much of Siberia and what is today the modern Chinese Xinjiang province. The Jurched Dynasty, ruling northern China from Zhongdu (Beijing), noticed the upstart Mongol khan and demanded that he kowtow to its Golden Khan. In reply, Genghis Khan spat on the ground.  He then defeated their tributaries, the Tangut, and in 1214 he conquered the Jurchens and their 50 million citizens. The Mongol army numbered just 100,000. Conquests of Central Asia, the Middle East, and the Caucasus Tribes as far away as Kazakhstan and Kyrgyzstan heard about the Great Khan and overthrew their Buddhist rulers in order to join his growing empire. By 1219, Genghis Khan ruled from northern China to the Afghan border  and from Siberia to the border of Tibet. He sought a trade alliance with the powerful Khwarizm Empire, which controlled Central Asia from Afghanistan to the Black Sea. Sultan Muhammad II agreed, but then murdered the first Mongol trade convoy of 450 merchants, stealing their goods. Before the end of that year, the wrathful Khan had captured every Khwarizm city, adding lands from Turkey to Russia to his realm. Death In 1222, the 61-year-old Khan called a family kurultai to discuss the matter of succession. His four sons disagreed over which should become the Great Khan. Jochi, the eldest, was born soon after Borjes kidnapping and might not have been Genghis Khans son, so the second son Chagatai challenged his right to the title. As a compromise, the third son Ogodei became the successor. Jochi died in February 1227, six months before his father, who passed away on August 18, 1227. Ogodei took East Asia, which would become Yuan China. Chagatai claimed Central Asia. Tolui, the youngest, took Mongolia proper. Jochis sons controlled Russia and Eastern Europe. Legacy After Genghis Khans secret burial on the steppes of Mongolia, his sons and grandsons continued to expand the Mongol Empire. Ogodeis son Kublai Khan defeated the Song rulers of China in 1279 and established the Mongol Yuan Dynasty. The Yuan would rule all of China until 1368. Meanwhile, Chagatai pushed south from his Central Asian holdings, conquering Persia. Within Mongolia, Genghis Khan revolutionized the social structure and reformed traditional law. His was an egalitarian society, in which the humblest slave could rise to be an army commander if he showed skill or bravery. War booty was divided evenly among all warriors, regardless of social status. Unlike most rulers of the time, Genghis Khan trusted loyal followers above his own family members—which contributed to the difficult succession as he aged. The Great Khan forbade the kidnapping of women, probably due in part to his wifes experience, but also because it led to warfare among different Mongol groups. He outlawed livestock rustling for the same reason and established a winter-only hunting season to preserve game for the hardest of times. Contrary to his ruthless and barbaric reputation in the west, Genghis Khan promulgated several enlightened policies that would not become common practice in Europe until centuries later. He guaranteed freedom of religion, protecting the rights of Buddhists, Muslims, Christians, and Hindus alike. Genghis Khan himself worshiped the sky, but he forbade the killing of priests, monks, nuns, mullahs, and other holy people. A 2003 DNA study revealed that about 16 million men in the former Mongol Empire, about 8% of the male population, carry a genetic marker that developed in one family in Mongolia about 1,000 years ago. The most likely explanation is that they are descended from Genghis Khan or his brothers. Sources Craughwell, Thomas. The Rise and Fall of the Second Largest Empire in History: How Genghis Khans Mongols Almost Conquered the World. Fair Winds Press, 2010.Djang, Sam. Genghis Khan: World Conqueror, Vols. I and II. New Horizon Books, 2011.Weatherford, Jack. Genghis Khan and the Making of the Modern World. Three Rivers Press, 2004.

Subject D1 Evaluate the Impact of Changes in the Economic...

Name: Cameron Nwanze Subject: D1 Evaluate the impact of changes in the economic environment on a selected business. I am required to evaluate the impact of changes in the economic environment on marks and spencer’s in relation to government decisions, policies, spending and economic management Government Decisions In 2012 the government decided to raise the minimum wage and change the vat rules this had a massive effect on marks and spencer’s as a company. The government raised the minimum wage to  £6.18 an hour, This had a bad effect on marks and spencer because all the people at marks and spencer that were on the smaller minimum wage  £6.08 (off which It was estimated that nearly half of their work force were on) this lead to an†¦show more content†¦The Vat rise has been a problem for marks and spencer because it has meant that goods at marks and spencer’s have become much more expensive and because of this people may find it difficult to shop at marks and spencer and therefore this would lead to sales to decrease and fall and this would lead to profits to fall. Policies A government policy that has effect the marks and spencer is the government policies to reduce the deficit and balancing the economy. This policy is seen to have effect marks and spencer’s in a good way because the government have lowered the tax rate for top earners allowing these top earners to have extra money to spend at marks and spencer because it is persevered to be that a high percentage of these employees are the top earners. This Policy has also had an effected marks and spencer because the government have launched the National Infrastructure plan which has impacted marks and spencer because it has meant that the government would now be spending a lot money on Infrastructure for stuff like transport which makes it much easier for potential customers to buy product from marks and spencer because it is easier to get to a marks and spencer and shop there Spending Government spending has really impacted marks and spencer for a few reason, firstly because the government is cutting jobs to public sector workers,Show MoreRelatedBusiness Strategy4546 Words   |  19 Pagesand peripherals. ï  µ Services that help maximize information technology (IT), rapidly deploy systems and educate IT professionals and consumers. ï  µ Financing alternatives, asset management services and other customer financial services for its business and consumer customers in the United States through Dell Financial Services L.P., a joint venture between Dell and CIT Group, Inc. ï  µ The Company is generally managed on a geographic basis: the Americas, Europe and Asia Pacific-Japan. VitalRead MoreBae System13839 Words   |  56 PagesPEST Analysis 4.2 Appendix 2: SWOT Analysis 4.3 Appendix 3: Porter’s Five Forces Model 4.4 Appendix 4: Key Financial Ratios 4.5 Appendix 5: Weighted Average Cost of Capital 4.6 Appendix 6: Shareholder Value Analysis 4.7 Appendix 7: Economic Profit 4.8 Appendix 8: Dividend Discount Model 4.9 Appendix 9: Price Earnings Ratio 4.10 Appendix 10: Asset Valuation Method 4.11 Appendix 11: Share Price Movement 5. 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Percentage Sales Method Essay Sample free essay sample

– Determine the year-to-year per centum one-year growing in entire net gross revenues Year Gross saless Growth2000 $ 11. 0622001 $ 11. 933 ( 11933-11062 ) *100/11062 = 7. 87 %2002 $ 9. 181 ( 9181-11933 ) *100/11933 = -23. 06 %2003 $ 6. 141 = -33. 11 %2004 $ 8. 334 = 35. 71 % – Based merely on your reply to inquiry # 1. do you believe the company will hit its gross revenues end of +10 % one-year gross growing in 2005? Determine you target gross figure. and explicate why you do or make non experience that the company can hit this mark. The mark figure would be 10 % more than $ 8. 334 ; that is. $ 9. 167. It seems improbable that the company will be able to accomplish its gross revenues end. The lone important big growing rate happened in 2004. while during the old 3 old ages it was either a spot smaller than 10 % ( in 2001 ) or strongly negative ( in 2002 and 2003 ) . So the tendency in gross revenues is still indicating down. In fact. if we find the mean growing rate. we find that it’s been -3. 5 % since 2001. So I believe. based entirely on gross revenues informations. We will write a custom essay sample on Percentage Sales Method Essay Sample or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page that the company will non be able to increment its gross revenues by 10 % in 2005. Question 2 – Use the Percentage Gross saless Method and a 20 % addition in gross revenues to forcast Apples’ Consolidated Statement of Operations for the period of September 26. 2004 through Setemeber 25. 2005. Assume a 15 % revenue enhancement rate and reconstituting cost of 2 % of the new gross revenues figure In order to reply this inquiry. we need to: 1 ) Find the gross revenues figure prognosis.2 ) Find what per centum of the gross revenues represent the different points in the provided 2003-2004 statement.3 ) Apply that per centum to the forecasted gross revenues in order to happen the estimated value of the other points in the statement for 2004-2005. The first measure is easy. Since gross revenues were $ 8. 334. so the prognosis for following twelvemonth is 20 % more than that figure ; that is. $ 10. 000. 80. So here’s the statement. including the per centum of gross revenues each of the points represent and how to cipher it: Current % of gross revenues 2004/05 estimation Gross saless $ 8. 334 — $ 10. 000 Cost of Gross saless $ 5. 458 5458*100/8334= 65. 5 % 65. 5 % of 10000 = $ 6. 550 Gross Margin $ 2. 876 2876*100/8334= 34. 5 % 34. 5 % of 10000 = $ 3. 450 R A ; D $ 525 525*100/8334= 6. 3 % 6. 3 % of 10000 = $ 630 S. G and A $ 691 691*100/8334= 8. 3 % $ 830 In proc R A ; D — — — Restruct cost — — 2 % of 10000 = $ 200 Op Expenses $ 1. 216 — 630 + 830 + 200= $ 1. 660 Op Income $ 1. 660 — 3450 – 1660= $ 1. 790 Interest amp ; other $ 194 194*100/8334= 2. 32 % 2. 32 % of 10000= $ 232 Inc before revenue enhancements $ 1. 854 — 1790 + 232 = $ 2. 022 Taxes ( 15 % ) $ 278. 10 — 15 % of 2022 = $ 303. 3 Net Income $ 1. 575. 90 — 2022 – 303. 3 = $ 1. 718. 7 Notice that I didn’t cipher the per centum of the gross revenues for many of the points. This is merely because these points are computations done with other points. so it makes no sense to utilize the per centum of gross revenues. Specifically. we have the undermentioned relationships: Op Expenses = â€Å"R A ; D† + â€Å"S. G and A† + â€Å"Restruct cost†Op Income = â€Å"Gross Margin† – â€Å"Op Expenses†Inc before revenue enhancements = â€Å"Op Income† + â€Å"Interest A ; other income†Taxes = 15 % of â€Å"Inc before taxes†Net Income = â€Å"Inc before taxes† – â€Å"Taxes† – Discuss you consequences from qustion # 1. What premises have you made? Do any of your premises seem unreasonable? The per centum gross revenues method itself can be unrealistic. In peculiar. I would anticipate costs to be higher than predicted by this method. Probably. such growing rate would necessitate spread outing the house. engaging new workers. etc. all of which would hold higher initial costs than the predicted by the per centum method. Besides. increasing the gross revenues could necessitate the gap of new markets ( selling new merchandises. or in different geographical locations. etc ) . which could temporarily hike the cost of gross revenues ( as the house makes errors because it has no experience in bring forthing the new merchandises ) . or the merchandising costs ( marketing runs need to be done in metropoliss where the merchandise is non yet known ) . etc. So I would anticipate these costs. in 2005 and for some old ages to come. to stand for a higher per centum of the gross revenues than the 1s predicted by the per centum gross revenues method.

Business Ethics and Sustainability International Issues

Question: Discuss about theBusiness Ethics and Sustainability for International Issues. Answer: Introduction It is argued that international issues in business ethics are purely a matter of relativism. Cultural relativism contends that no culture values are superior to another; hence there are no global wrongs or rights. For this reason, individual organizations must respect the cultures of the host country despite being unacceptable or significantly different to their nation of origin. In this context, organizations must realize that in some countries, they cannot conduct business unless they respect their culture. For this reason, the paper aims to react to the above statement. Response to the Above Statement In the global business environment, cross-cultural management challenges often emerge. However, foreign company managers need to comprehend the importance of embracing local cultures in enhancing their competitiveness in the industry. Nonetheless, they are not expected to engage in cultural aspects that undermine their values as an organization (Schmidtmmann, 2006: 5). Based on the introductory paragraph, it is not ethical for a multinational corporation to adhere to a culture that is unacceptable or significantly distinct from their home country. On the contrary, companies should focus on helping their managers differentiate between practices that are unethical such as accepting a bribe and those that are against their core values (Moran, Harris Moran, 2011: 56). Likewise, when working in a different business environment, businesses must focus on respecting core human values, local traditions, and basing their decisions on the fact that context matters when deciding what is wrong or right. Respecting cultural differences is essential because it is a clear indication that each and every culture exhibits hidden strengths and apparent weakness. To avoid issues associated with cultural differences, it is important for organizations to design a consistent framework to use in all countries they expand their operations. List of References Moran, R.T., Harris, P.R., Moran, S.V.(2011) Managing Cultural Differences, London: Routledge. Schmidtmmann, L.(2006) Differences of Culture, German: Grin Verlag