1.According to an article in the Arkansas Law Review and Bar Association Journal, Inc., the Arkansas Legislature, after almost 30 years of avoiding issues that the rest of the country had already addressed, enacted its first modern civil rights act. The law covered discrimination based on race, religion, national origin, gender, and disability.
2.Arkansas is a major producer of a variety of agronomic crops. Besides being the largest producer of rice in the United States, it is a major producer of soybeans, corn, cotton, wheat, and grain sorghum. Farmers Grow Angry and Desperate. In the early 1930s prices dropped so low that many farmers went bankrupt and lost their farms. In some cases, the price of a bushel of corn fell to just eight or ten cents. Some farm families began burning corn rather than coal in their stoves because corn was cheaper. Improvements in transportation allowed larger competitors to sell more easily and more cheaply, making it harder for American yeoman farmers to sell their crops. Farming meant that people did not need to travel to find food. Instead, they began to live in settled communities, and grew crops or raised animals on nearby land. They built stronger, more permanent homes and surrounded their settlements with walls to protect themselves.
3.Agricultural industries and mechanization. Due to the war, many firms from North America sought southern sites in an attempt to escape the problems and diseconomies of the North and to cheap and docile labor leading to the start of business of buying and selling laborers across the globe.
4.There are few business activities more prone to a credibility gap than the way in which executives approach organizational life. A sense of disbelief occurs when managers purport to make decisions in rationalistic terms while most observers and participants know that personalities and politics play a significant if not an overriding role. Where does the error lie? In the theory which insists that decisions should be rationalistic and nonpersonal? Or in the practice which treats business organizations as political structures?
Whatever else organizations may be (problem-solving instruments, sociotechnical systems, reward systems, and so on), they are political structures. This means that organizations operate by distributing authority and setting a stage for the exercise of power. It is no wonder, therefore, that individuals who are highly motivated to secure and use power find a familiar and hospitable environment in business.
i) Lessons learned from success
We learn that after a failed experience, improvement takes place when we focus on both correct and erroneous actions. Focusing on what we did correctly can soften the blow from the information on what we did not do so well.
ii) Lessons learned from failures