Salvador Allende, Chilean President

Salvador Allende was Chiles first socialist president who embarked on an agenda of improving the living conditions of poor people and peasants. While popular with Chileans, Allendes social programs were undermined by both national conservative forces and the Nixon administration. Allende was overthrown and died in a military coup on September 11, 1973, after which time one of Latin Americas most notorious dictators, Augusto Pinochet, came to power and ruled Chile for 17 years. Fast Facts: Salvador Allende Full Name: Salvador Guillermo Allende GossensKnown For:  President of Chile who was killed in a 1973 coupBorn:  June 26, 1908 in Santiago, ChileDied:  September 11, 1973 in Santiago, ChileParents:  Salvador Allende Castro, Laura Gossens UribeSpouse:  Hortensia Bussi SotoChildren:  Carmen Paz, Beatriz, IsabelEducation:  Medical degree from the University of Chile, 1933Famous Quote: I’m not a messiah, and don’t want to be... I want to be seen as a political option, a bridge toward socialism. Early Life Salvador Allende Gossens was born on June 26, 1908 in the Chilean capital, Santiago, to an upper-middle class family. His father, Salvador Allende Castro, was a lawyer, while his mother, Laura Gossens Uribe, was a homemaker and devout Catholic. His family moved around the country often during Allendes childhood, ultimately settling in Valparaà ­so, where he completed high school. His family did not hold leftist views, though they were liberal, and Allende claimed to have been influenced politically by an Italian anarchist who was his neighbor in Valparaà ­so. At the age of 17, Allende chose to join the military before attending university, in part because he felt politics might be in his future. Nonetheless, the militarys rigid structure didnt appeal to him, and he entered the University of Chile in 1926. It was at university that he began to read Marx, Lenin, and Trotsky, and to become involved in student-led political mobilizations. According to Steven Volk, author of an Allende biography, His medical training informed his life-long commitment to improving the health of the poor, and his dedication to socialism grew out of the practical experiences that unfolded in the clinics serving impoverished neighborhoods in Santiago. In 1927, Allende became president of the highly political association of medical students. He also became involved in a socialist student group, where he came to be known as a powerful orator. His political activities resulted in a brief suspension from the university and jailing, but he was readmitted in 1932 and completed his thesis in 1933. Political Career In 1933, Allende helped launch the Chilean Socialist Party, which differed from the Communist Party in significant ways: it didnt follow Lenins rigid doctrine of dictatorship of the proletariat and it distanced itself from Moscow. It was mainly interested in advocating for workers and peasants interests and in state ownership of the means of production. Allende opened a private medical practice known as Social Aid, and first ran for elected office in Valparaà ­so in 1937. At the age of 28, he won a seat in the Chamber of Deputies. In 1939, he met a teacher named Hortensia Bussi and the two married in 1940. They had three daughters—Carmen Paz, Beatriz, and Isabel. Wife of Chilean President Salvador Allende, Hortensia Bussi Soto de Allende, giving an anti-American speech in Mexico, October 7th 1973.   Keystone / Getty Images In 1945, Allende won a seat in the Chilean Senate, where he remained until he became president in 1970. He became chairman of the Senate’s Health Committee and led the consolidation of Chile’s health programs. He was elected vice president of the Senate in 1954 and president in 1966. Throughout his time in the Senate, he was a strong defender of the different Marxist factions, and spoke out against the Chilean president in 1948 when, under pressure from the Truman administration and at the height of McCarthyism, he banned the Communist Party. Allende ran for the presidency four times, beginning in 1951, when he was a candidate with the newly formed Peoples Front. His agenda included a nationalization of industries, an expansion of social welfare programs, and a progressive income tax. He received only 6% of the vote, but he gained visibility as someone who could unite communists and socialists. The Communist and Socialist parties united to form the Popular Action Front in 1958 and supported Allende for president; he lost by a narrow margin of just 33,000 votes. In 1964, the group again nominated Allende. By this time, the Cuban Revolution had triumphed and Allende was a vocal supporter. Volk states, In both 1964 and 1970, conservatives bludgeoned him for his steadfast support of the revolution, seeking to stir fears among voters that Allende’s Chile would become a communist gulag replete with firing squads, Soviet tanks, and children ripped from their parents’ arms to be raised in communist re-education camps. Nonetheless, Allende was committed to bringing Chile to socialism via its own path and was, in fact, critiqued by radicals for his refusal to advocate for armed insurrection. Cuban premier Fidel Castro (left) with Chilean president Salvador Allende (1908 - 1973), circa 1972.   Romano Cagnoni / Getty Images In the 1964 election, Allende lost to the centrist Christian Democratic Party, which had received funding from the CIA. Finally, on September 4, 1970, despite the CIAs support for his opponent, Allende won a narrow victory to become president. The CIA funded a right-wing conspiracy to delegitimize Allendes victory, but it failed. Allende Presidency Allendes first year in office was spent implementing his progressive political and economic agenda. By 1971 he had nationalized the copper industry and began to focus on other industrial expropriations in order to redistribute land to peasants. He expanded social welfare programs and improved access to health care, education, and housing. For a short time, his plans paid off: production increased and unemployment fell. Salvador Allende posing for a portrait on June 10, 1971 in Santiago, Chile.   Santi Visalli / Getty Images Nonetheless, Allende still faced opposition. Congress was primarily filled with opponents until March 1973 and often blocked his agenda. In December 1971, a group of conservative women organized a March of the Pots and Pans to protest food shortages. In fact, the reports of food shortages were manipulated by right-wing media and exacerbated by some store owners taking items off their shelves to sell on the black market. Allende also faced pressure from the left, as younger, more militant leftists felt he wasnt moving quickly enough on expropriations and other workers issues. Furthermore, the Nixon administration set its sights on ousting Allende from the beginning of his presidency. Washington employed various tactics, including economic warfare, covert intervention into Chilean politics, increased cooperation with the Chilean military, financial support for the opposition, and pressure on international lending agencies to cut Chile off economically. While Allende found allies in the Soviet bloc, neither the Soviet Union nor the German Democratic Republic sent financial assistance, and countries like Cuba werent able to offer much more than rhetorical support. The Coup and Allendes Death Allendes naive attitude toward the Chilean military was one of his fatal errors, in addition to underestimating how deeply the CIA had infiltrated its ranks. In June 1973, an attempted coup was suppressed. However, Allende was no longer in control of the fragmented political situation and faced protests from all sides. In August, Congress accused him of unconstitutional acts and called on the military to intervene. The commander-in-chief of the army soon resigned, and Allende replaced him with the next in rank, Augusto Pinochet. The CIA had known about Pinochets opposition to Allende since 1971, but Allende never questioned his loyalty until the morning of September 11. That morning, the Navy mutinied in Valparaà ­so. Allende took to the radio to assure Chileans that the majority of the forces would remain loyal. An iconic photo was taken, showing Allende in front of the presidential palace in a combat helmet and gripping a Soviet gun given to him by Fidel Castro. Salvador Allende photographed the day of the coup which overthrew him. Serge Plantureux / Getty Images Allende soon learned that Pinochet had joined the conspiracy and that it was a widespread insurrection. However, he refused the militarys demand to resign. An hour later, he gave his last radio address, indicating that this was the last time Chileans would hear his voice: Workers of my nation... I have faith in Chile and its destiny... You must know that, sooner rather than later, the great avenues (grandes alamedas) will reopen and on them dignified men will again walk as they try to construct a better society. Long live Chile! Long live the people! Long live the workers!. Allende helped defend against the air force attacks, firing from the window of the palace. However, he soon understood that resistance was futile and forced everyone to evacuate. Before anyone could notice, he slipped back to the second floor of the palace and shot himself in the head with a rifle. For years, doubts were raised about whether Allende truly died by suicide, as was maintained by the sole witness. However, an independent autopsy conducted in 2011 confirmed his story. The military initially gave him a secret burial, but in 1990 his remains were transferred to the General Cemetery in Santiago; tens of thousands of Chileans lined the route. Legacy Following the coup, Pinochet dissolved Congress, suspended the constitution, and began ruthlessly targeting leftists with torture, kidnapping, and assassinations. He was aided by hundreds of CIA personnel, and ultimately was responsible for the deaths of roughly three thousand Chileans. Thousands more fled into exile, bringing with them stories of Allende and contributing to his lionization across the world. Among these exiles were Allendes second cousin, acclaimed novelist Isabel Allende, who fled to Venezuela in 1975. Salvador Allende is still remembered as a symbol of Latin American self-determination and the fight for social justice. Roads, plazas, health centers, and libraries have been named after him in Chile and around the world. A statue in his honor is located just a few yards from the presidential palace in Santiago. In 2008, the centennial of Allendes birth, Chileans declared him the most important figure in the nations history. Santiago de Chile, Plaza de la Ciudadanà ­a, statue of Salvador Allende.   Herve Hughes / Getty Images Allendes younger daughters, Beatriz and Isabel, followed in their father’s footsteps. Beatriz became a surgeon and ultimately one of her fathers closest advisors while he was president. While she never returned to Chile after fleeing to Cuba after the coup (she died by suicide in 1977), Isabel returned in 1989 and embarked on a career in politics. In 2014, she was elected the first female president of the Chilean Senate and president of the Chilean Socialist Party. She briefly considered a presidential run in 2016. Sources Volk, Steven. Salvador Allende. Oxford Research Encyclopedia of Latin American History. https://oxfordre.com/latinamericanhistory/view/10.1093/acrefore/9780199366439.001.0001/acrefore-9780199366439-e-106, accessed 30 August 2019.

United States And The Open Skies Agreements Essay

The United States has numerous Open Skies agreements with most countries around the globe. The agreements allow foreign airlines to fly to the U.S. with few, if any, restrictions from the U.S. government and U.S. carriers to fly to foreign countries, also with little or no government restrictions. However, many of the U.S. carriers, such as Delta, American, and United, believe that the Open Skies agreements have some major loopholes, allowing the few subsidized airlines, such as Emirates, Qatar Airways, and Etihad, to fly to the United States, as well as numerous other countries across the globe, at lower operating costs than their non-subsidized competition have to pay for the same route. These agreements also allow the practice of fifth freedom operations. Fifth freedom operations permit one airline to fly from their home country to another participating country, drop off and pick up passengers, fly to a second participating country and then fly the whole route in reverse. 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Different Types of Management Styles free essay sample

Law enforcement management is a process of deciding goals and objectives, adopting a work plan to accomplish them, obtaining and wisely using resources and making decisions that result in a high level of performance and productivity. Difference in Authority, Responsibility, and Delegation: Authority, law, and delegation are key factors in any organization. Authority is the power to enforce laws, exact obedience, and command. It is the legal right to get things done through others by influencing behavior. Responsibility means being answerable, liable, or accountable. Thus managers have the authority to give commands, and subordinates have the responsibility of carrying out commands. This authority-responsibility structure is in keeping with the paramilitary organization that traditional police management is modeled after. Delegation, or transferring authority, is a necessary and often difficult aspect of management because it requires placing trust in others to do the job as well as, or better than, the manager would do it. Seagull Management: manager hears something’s wrong, flies in, makes a lot of noise, craps on everybody and flies away. Characteristics of Effective Managers: Successful managers have: clear goals, a commitment to excellence, feedback, and support. In addition to these basic skills and tools, effective managers usually possess characteristics that help them succeed. Management Style Theories: â€Å"Theory X/Theory Y† – Douglas McGregor: Mangers act toward subordinates in relation to the views they have of them. Theory X views employees as lazy and motivated by pay. Theory Y views employees as committed and motivated by growth and development. The humanistic approach reflected in Theory Y is more effective in today’s work world. â€Å"Four System Approach† – Rensis Likert: System 1) is the traditional, dictatorial approach to managing people. This system generally exploits employees, and uses coercion and a few economic rewards. Communication flows downward from the top, and this is little to no feedback. System 2) is similar to system 1, except that economic rewards replace coercion. Some information on organizational development is permitted but not in opposition to management’s control. System 3) is more liberal, uses employee initiative and gives employees more responsibility. System 4) is participative management (the opposite of system 1). Final decisions are made by management but only after employees have added their input. Communication flows through the organization, and there is much feedback. Also includes team management, which is widely used today. â€Å"Mature Employee Theory† – Chris Argyris: Organizations and individuals exist for a purpose. Both are interdependent: organization provides jobs, and people perform them. Managerial/Leaderships Grid Theory† – Mouton and Blake: 1) Authority Compliance Management Style – the early autocratic authoritarian approach. Concern is for manager authority, status, and operation of the organization. 2) Country Club Management- managers are overly concerned with keeping employees happy at the expense of reasonable productivity. Concern for employees is utmost; concern for productivity is limited. 3) Impoverished Management – permits workers to do just enough to get by. Little real concern exists for employees or management. Little is expected and little is given. The prevailing attitude: ignore problems and they will go away. 4) Middle of the Road Management – the manager shows some concern for both employees and management but in a low key manner that is not productive. The manager is a fence straddler. 5) Team Management – The manager works with employees as a team, providing information, caring about their feelings and concern, assisting, advising, and coaching. Employees are committed to their jobs and organization through a mutual relationship of trust and respect. Goals are achieved as a team. The ideal approach. Difference between Initiating Structure and Consideration Structure: initiating structure looks at how leaders assign tasks. Consideration Structure looks at establishing the relationship between the group and the leader. Leadership Styles: Autocratic Leadership – managers make decisions without participant input; completely authoritative, showing little or no concern for subordinates. Mechanistic Model – divides tasks into highly specialized jobs where job holders become experts in their fields, demonstrating the â€Å"one best way† to perform their cog in the wheel; the opposite of the organic model. Organic Model – a flexible, participatory, science based structure that will accommodate change; designed for effectiveness in serving the needs of citizens rather than the autocratic rationality of operation; the opposite of the mechanistic model. Chapter 2 The Hierarchy of Authority: the structure of most police departments has traditionally been a semi military, pyramid shaped hierarchy with the authority flowing from the narrow apex down to the broad base. This formal organization is generally supported in writing by rules and regulations, department operational manuals and job description. Chain of Command: the order of authority; begins at the top of the pyramid and slows down to the base. Community Policing: decentralized model of policing in which individual officers exercise their own initiatives and citizens become actively involved in making their neighborhoods safer; this proactive approach usually includes increased emphasis on foot patrol. Problem Solving Policing: management ascertains what problems exist and tries to solve them, redefining the role of law enforcement from incident driven and reactive to problem oriented and proactive. Chapter 3 Stakeholders: those affected by an organization and those in a position to affect it. Goals: broad, general, desired outcomes; visionary, projected achievements; what business calls key result areas. Objectives: specific, measurable ways to accomplish goals; more specific than goals and usually have a timeline. SMART Goals and Objectives: objectives that are Specific Measurable Attainable Relevant and Trackable Functions of Managers at Various Levels: The first line level (sergeants, first line supervisors), the middle level (captains, lieutenants), the top level (chief, sheriff). At each level of management, responsibilities include planning, organizing, controlling and leading. Although the same activities are performed at each management level, the activities flow downward with each management level interacting with its subordinates. Tactical Planning: short term planning; this year’s work plans. Strategic Planning: long term planning; futuristic planning Chapter 4 Communication Process: the complex process through which information and understanding are transferred from one person to another. This process may involve written or spoken words or sings and gestures. Successful communication occurs when the receiver’s understanding of the message is the same as the sender’s intent. Jargon: nonsense or meaningless language Nonverbal Communication: messages conveyed by body language as well as tone of voice Body Language: messages conveyed by gestures, facial expressions, stance and physical appearance. Listening: the weakest link in the communication process Active Listening: includes concentration, full attention and thought Feedback: the process by which the sender knows whether the receiver has understood the message. Most feedback is direct and oral. Barriers to Communication: noise, time, volume of information, saying what others want to hear, certainty, bad word selection, prejudices, strained sender-receiver relationships Communication Enhancers: send clear messages; say what you mean and mean what you say. Select the best communication channel; focus on one-on-one, face-to-face communication, the most powerful channel available. Be open; investigate options rather than steadfastly clinging to the solution. Lines of Communication (Internal Communication): similar to channels of communication; may be downward (vertical) or lateral (horizontal) and internal or external. Downward communication includes directives from managers and supervisors, either written or spoken. Lateral communication includes communication among mangers on the same level and among subordinates on the same level. Grapevine: informal channel of communication within the agency or department; also called the rumor mill. Agenda: a plan, usually referring to a meeting outline or program; a list of things to be accomplished. Ways Police Communicate with the Community: annual reports, the internet.