National governments and international institutions in relation to Essay

National governments and international institutions in relation to policy on international trade - Essay Example These relations depend on the country a particular business person is importing from or exporting to (Carbaugh, 2004). Countries such as the United States of America are known to enforce some of these policies on imports and exports. Their primary aim is to favor the business people. The same case applies to the United Kingdom. Their import duty rates are reduced to almost nil courtesy of the implemented government policies (Fujita, 1999). The procedure of importing and exporting of goods was also made less complicated. There is known to be high-level trade between countries. Hence, trading tariffs are significantly reduced. Most global business people and corporations feel highly considered since they can sell internationally without any transaction issues. Several national governments have provided open-border options to ease trade across countries that share borders. This policy involves allowing people from neighboring countries to go across borders without having to produce the usual strictly scrutinized legal papers that allow them into other countries. This case of international business growth can be seen in the East African Community (Grimwade, 2000). This regional community is one that allows a business to take place across borders of Kenya, Tanzania and Uganda. The kind of trade that takes place between these three nations involves the sale or agricultural produce and raw materials. Fresh vegetables and grain are usually sold at standardized prices across these borders, making it one of the most successful interactions in these region in terms of business. Mineral are also traded across these borders. The kind of business that is promoted by this policy is not that of overseas shipping of goods. It is rather a simple way of easing transactions taking place between business people of different countries without many hindrances. The elimination of the borders in terms of

Fidel Castro Essay -- History Biographies Papers

Fidel Castro In 1959, a rebel, Fidel Castro, overthrew the reign of Fulgencia Batista in Cuba; a small island 90 miles off the Florida coast. There have been many coups and changes of government in the world since then. Few if any have had the effect on Americans and American foreign policy as this one. In 1952, Sergeant Fulgencia Batista staged a successful bloodless coup in Cuba . Batista never really had any cooperation and rarely garnered much support. His reign was marked by continual dissension. After waiting to see if Batista would be seriously opposed, Washington recognized his government. Batista had already broken ties with the Soviet Union and became an ally to the U.S. throughout the cold war. He was continually friendly and helpful to American business interest. But he failed to bring democracy to Cuba or secure the broad popular support that might have legitimized his rape of the 1940 Constitution. As the people of Cuba grew increasingly dissatisfied with his gangster style politics, the tiny rebellions that had sprouted began to grow. Meanwhile the U.S. government was aware of and shared the distaste for a regime increasingly nauseating to most public opinion. It became clear that Batista regime was an odious type of government. It killed its own citizens, it stifled dissent. (1) At this time Fidel Castro appeared as leader of the growing rebellion. Educated in America he was a proponent of the Marxist-Leninist philosophy. He conducted a brilliant guerilla campaign from the hills of Cuba against Batista. On January 1959, he prevailed and overthrew the Batista government. Castro promised to restore democracy in Cuba, a feat Batista had failed to ac... ...ed far longer; measured American responses might have appeared well deserved to an increasing number of Cubans, thus strengthening Cuban opposition to the regime instead of, as was the case, greatly stimulating revolutionary fervor, leaving the Russians no choice but to give massive support to the Revolution and fortifying the belief among anti-Castro Cubans that the United States was rapidly moving to liberate them. The economic pressures available to the United States were not apt to bring Castro to his knees, since the Soviets were capable of meeting Cuban requirements in such matters as oil and sugar. I believe the Cuban government would have been doomed by its own disorganization and incompetence and by the growing disaffection of an increasing number of the Cuban people. Left to its own devices, the Castro regime would have withered on the vine.

Demographic Factors Research

Running head: DEMOGRAPHIC FACTORS RESEARCH Demographic Factors Research University of Phoenix MMPBL 560 Managing in a Cross-Cultural Environment October 19, 2009 Organizations around the world are experiencing the effects of cultural and global diversity. Kellogg, Starbucks, McDonald’s, and Arbor are four companies introduced in this paper. They have been researched in order to identify how each company is affected by demographic factors, how these factors are managed, and what systems are implemented to enhance the success of the business; thus, this paper illustrates the key course concepts and their application to the best practices of these companies. The dynamics and dimensions of diversity in an increasingly global business environment can challenge the demographic factors of most organizations. Basically, Kottak and Kozaitis (2003) declare, â€Å"In the 21st century, the overwhelming majority of the world's population, along with a large percentage of the populations of the United States and Canada, will be descendants of the non-Western groups† (Ch. 1, p. 29). In other words, organizations will need to learn how to manage the complexities of a diverse workforce. Among these complexities, organizations will encounter demographic factors such as age, race, education level, religion, political party preference, sexual orientation, and gender (Kottak & Kozaitis, 2003). Because of these diverse factors, organizations need to be prepared to recognize the individuals’ behavior that is influenced by culture, values, and beliefs. To illustrate, culture refers to people’s identity in their traditions, customs, and way of life (Kottak & Kozaitis, 2003). In fact, Kottak and Kozaitis (2003) declare that culture is all encompassing. In essence, it is important for organizations to know that individuals are influenced by popular culture as well. Therefore, individuals in a diverse workplace need to understand and respect each other’s differences. It is not enough to know that the workplace is composed of people with different views in life, values, and attitudes. Kottak and Kozaitis (2003) state that â€Å"Ethnic diversity may be associated with positive group interaction and coexistence or with conflict† (Ch. 5, p. 12). Knowing that diversity can be beneficial to the organization will help management integrate appropriate value systems within the company. However, in the event that conflict exists as a result of diversity, management would need to consider alternative best practices to address the organizational conflict. Given the complexities of a diverse workforce, organizations need to examine constantly alternative solutions to help them manage the demographic factors within the company. Kottak and Kozaitis (2003) declare that â€Å"Failure to achieve an accurate account and appreciation of a race-based group of people results in racism† (Ch. 6, p. 3). Certainly, organizations need to mitigate any potential and undesirable outcomes that can negatively affect the reputation and profitability of the business. To put it differently, â€Å"The great sociopolitical paradox of the contemporary world is that both integration and disintegration are increasing† (Kottak & Kozaitis, 2003, Ch. 3, p. 5). In addition, globalization is contributing to the workforce diversity around the world, and organizations are continually being challenged to learn new ways to manage these changes. Organizations are not only challenged with internal changes but also with external forces such as economic and political factors. The importance of understanding the presence and influence of diversity that affect the contemporary American culture can prove enormously beneficial for any organization. In effect, organizations need to learn how to effectively manage the effects of demographic factors involving their planning and decision making in motivating and rewarding individuals (Kottak & Kozaitis, 2003). Consider for instance, Kellogg started its business more than 100 years ago and has quickly expanded into new geographies, leading to a stead fast growth plan that provided them with a global business, which still stands strong today. While remaining a superior global food company, Kellogg’s management realized that they had to have the strongest possible resources to support their business growth in a diverse and competitive environment (Kellogg, 2009). Likewise, Starbucks is managing its competition challenges; the current economic conditions are factors that Starbucks needs to consider in order to market the new products to preserve its clientele and bring in new customers. Hence, Starbucks is wise to use the four P’s model; Price, Product, Place, and Promotion, to determine the course of action best suited to stay ahead of the competition. To be clear, both Kellogg and Starbucks are managing the effects of postmodernity; that is, â€Å"postmodertnity describes our time and situation—today's world in flux, with people on the move who have learned to manage multiple identities depending on place and context† (Kottak & Kozaitis, 2003, Ch. p. 29). To manage the influence of postmodernity within the context of demographic factors, Kellogg and Starbucks are implementing strategic approaches to aid them in their success involving global and cultural diversity. For example, Kellogg committed itself to developing a comprehensive and ground-breaking supplier diversity program. This program was to cultivate strategic procurement relationships with W/MBE-owned, controlled and operated businesses while supplying products and services Kellogg purchased; this would allow them to foster the growth of their business while marketing the long-term growth of Kellogg (Kellogg, 2009). Similarly, Starbucks expanded the menu to include products to target non-coffee drinkers, with the introduction of blended or iced cold coffee drinks, frappuccino’s, lattes, mocha’s, and teas. Starbucks creatively integrated a diverse menu consisting of bold aromas to creamy sweet flavors, attracting a range of customers to Starbucks at various times and for various reasons. Starbucks’ intention to satisfy the demographic factors has prompted management to add items on the menu for anyone willing to try; among them, Professionals heading to an early morning meeting needing a â€Å"stout† cup of coffee, housewives stopping for a late morning latte with friends after dropping the children at school and the high school and college students in search of Wi-Fi connection and snack (Kembell, 2002). Another company that has continued to strive for cultural adaptability in a diverse global environment is McDonald’s. This company is an organization that can be found in every country, servicing nearly 47 million customers around the world. Because of McDonald’s unique demographic factors, managers are trained through a comprehensive Management Development Program. This program encompasses McDonald’s core values and principles along with the dedication to serve customers, the community, and employees (McDonald’s, 2009). One of the demographic factors affecting McDonald’s management planning involves the aging population in Australia. In other words, McDonald’s management is challenged with having to change its marketing approach in order to reach the newly identified groups (Monash University, 2009). Similar to Kellogg and Starbucks, McDonald’s management is searching for effective systems to help aid the company in addressing the increasing changes in demographics. Fortunately, McDonald’s continues to find strength on its business models in which McDonald’s management is â€Å"committed to exceeding [†¦] customers' expectations in every restaurant every time† (McDonald’s, 2009). Accordingly, McDonald’s management recognizes that the company’s core values go beyond demographics, for this reason, McDonald’s philosophy declares, â€Å"We will seize every opportunity to innovate and lead the industry on behalf of our customers† (McDonald’s, 2009). Effectively, the best practices of McDonald’s, Starbucks and Kellogg demonstrate the dedication and commitment to learn and adopt successful systems that will help them serve customers regardless of demographic factors. Unquestionably, these organizations need to also integrate rewards and motivation systems to help them sustain a diverse workforce anywhere in the world. For example, Arbor Education and Training is a leading provider of workforce development services to job-seekers, workers, employers, and communities nationwide (Arbor E & T, 2009). Arbor employees come from many different walks of life, employees of all ages, religions, and other factors; these employees are treated equally within the organization in decisions concerning rewards and performance. Kottak and Kozaitis (2003) state that â€Å"Cultural diversity refers to variation in institutions, traditions, language, customs, rituals, beliefs, and values† (Ch. 4, p. 6). In summary, organizations are required to continually scan their business environment in order to identify the challenges that come with a diverse workforce. Overall, Kellogg, Starbucks, McDonald’s, and Arbor are challenged with cultural diversity, yet each company is finding the way to integrate successful best practices in the workplace. As noted, the dimensions of diversity in relation to each demographic factor play a crucial role in how Kellogg, Starbucks, McDonald’s, and Arbor cope with the increasing changes of the business environment. Accordingly, the practices of these companies serve to address the presence of a diverse workforce in a constantly changing society. Synopsis of Kellogg by Wendy Harris Kellogg Company, a company with many competitive advantages in global communications, started its company more than 100 years ago and quickly expanded into new geographies. With a stead fast growth plan that provided them with a global business which still stands strong today. While remaining a superior global food company, Kellogg Company realized that they had to have the strongest possible resources to support their business growth. A great deal of that strength was acquired through raw materials and other products and services from the widest and best foundation of resources. During the building process, Kellogg Company committed itself to developing a comprehensive and ground-breaking supplier diversity program. This program was to cultivate strategic procurement relationships with W/MBE-owned, controlled and operated businesses while supplying products and services Kellogg purchased; this would allow them to foster the growth of their business while marketing the long-term growth of the Kellogg Company. Kellogg’s code of conduct, their management staff is required to hold certain employees to special responsibilities under the Code. Kellogg believes it’s their managers’ responsibility to create and maintain a work environment in which all employees and agents know that ethical and legal behavior is expected of them at all times. Each manager is expected to model the highest standards of ethical business conduct and encourage discussion of the ethical and unethical as well as the legal implications of business decisions. It is the mangers responsibility to make sure that anyone needing additional information in an effort to do his or her job receives appropriate policies and training. It is the managers’ responsibility not to hire or retain any employee or agent who they feel may engage in unlawful conduct or unethical activities. In 2005, Kellogg incorporated an awards program called the W. K. Kellogg Values Award, which is given annually to one individual and one team of employees who best exhibit the K Values while working. This program initiated to support their code of conduct as well as the company’s mission. Synopsis of Starbucks by Colleen Holdahl Young urban professionals consuming specialized coffees were the first to patronize Starbucks. Today the popular coffee chain attracts 25 million people each week and draws a large demographic of patrons varying in age and ethnic backgrounds (Hanft, 2005). The most common customer Starbucks attracts is of course, the coffee drinker, yet the company expanded the menu to include products to target non-coffee drinkers, with the introduction of blended or iced cold coffee drinks, frappuccino’s, lattes, mocha’s, and teas. With the presence of bold aromas to creamy sweet flavors, a range of customers are frequenting Starbucks at various times and for various reasons. Starbucks has items on the menu for anyone willing to try: Professionals heading to an early morning meeting needing a â€Å"stout† cup of coffee, housewives stopping for a late morning latte with friends after dropping the children at school and the high school and college students in search of Wi-Fi connection and snack (Kembell, 2002). Adding new products is a challenge as Starbucks must consider many factors. For example when the new Creme Frappuccino was created, Starbucks took into consideration the demographic areas to launch the drink, the market to target, and the packaging of the new product. Introducing the Creme Frappuccino, Starbucks faces a competition that the company has not previously experienced, with competitors imitating the Creme Frappuccino. Competition and the current economic condition, both are factors Starbucks needs to consider how to market the new products to preserve current patrons and bring in new customers. Starbucks is wise to use the four P’s model; Price, Product, Place, and Promotion, to determine the course of action, best suited to stay ahead of the competition. Emotions are potent internal influences described by Hawkins, Mothersbaugh, and Best (2007) as â€Å"strong, relatively uncontrollable feelings that affect behavior† (p. 364). Starbucks is in a controversy over the supposed injustice and treatment toward coffee growers in Ethiopia. The controversy deals with negative emotions of customers, due to the report that Starbucks deprives the Ethiopian growers of $90 Million annually by opposing the Ethiopian government’s efforts to trademark three locally grown coffee beans (Economist, para. ). The Creme Frappucino gives Starbucks an opportunity to offer a guilt-free alternative to non-coffee drinkers or patrons who oppose the Ethiopian controversy, during the time the legal and public-relations situation is in transition. Synopsis of McDonald’s by Marisela Jimenez McDonald’s is an organization that can be found in every country, servicing nearly 47 million customers around the world. Because of McDonald’s unique demographic factors, managers are trained through a comprehensive Management Development Program. This program encompasses McDonald’s core values and principles along with the dedication to serve customers, the community, and employees (McDonald’s, 2009). Hence, the demographic factors affecting McDonald’s vary from each country, yet management understands that by following McDonald’s philosophy, their planning can help mitigate the effects of each demographic factor. To illustrate, some of the demographic factors affecting McDonald’s management planning involves the aging population in Australia, the decline in birth rate, the changing family, the increase in ethnic diversity, and the population growth. In other words, McDonald’s management is challenged with having to change its marketing approach in order to reach the newly identified groups (Monash University, 2009). To address this organizational conflict involving the demographic factors, McDonald’s management focuses on its services and products. Accordingly, McDonald’s management is trained to approach each conflict with honesty and integrity (Monash University, 2009). Not only is McDonald’s management keeping up with the rapid demographic changes, they are also continuing to manage conflict by remaining committed to their principles. This means that McDonald’s management is â€Å"committed to exceeding [†¦] customers' expectations in every restaurant every time† (McDonald’s, 2009). Fundamentally, McDonald’s best practices on dealing with organizational conflict are strongly carved on its philosophy; that is â€Å"We will seize every opportunity to innovate and lead the industry on behalf of our customers† (McDonald’s, 2009). Hence, McDonald’s management recognizes that their focus is every customer, regardless of age, ethnicity, sex, and location. McDonald’s is an organization that understands how to motivate and reward people. Consider for instance, McDonald’s has what is called People Promise. This means that McDonald’s promises to â€Å"value each and every employee, their growth and their contribution – every day in every way† (McDonald’s, 2009). McDonald’s managers recognize and respect each employee; each employee is empowered and coached. This organizational practice is found in every McDonald’s around the world, for this reason, McDonald's prides itself on offering â€Å"more than a pay check to our employees. Our Crew members enjoy flexible schedules, paid training and the chance to have fun working with friends while learning valuable life skills† (McDonald’s, 2009). Synopsis of Arbor E&T by Eduardo Mata Arbor Education and Training (Arbor E & T) is a company with offices throughout the United States and have a very diverse workforce that demonstrates a unique demographic factor. Arbor Education and Training is a leading provider of workforce development services to job-seekers, workers, employers and communities nationwide (Arbor E & T, 2009). Arbor employees come from many different walks of life, employees of all ages, religions, and other factors and these employees are treated equally within the organization when it comes to decisions concerning rewards and performance. Founded in 1968, Arbor E&T is now the largest single supplier of job-related education, counseling and employment assistance under federally funded programs such as the Workforce Investment Act and the Temporary Assistance for Needy Families programs (Arbor E & T, 2009). Management planning for many of its customers receiving federally funded assistance requires that certain guidelines are followed and because of being federally funded and services provided must meet the customer’s requirements and expectations along with the government regulations. Arbor E & T provides services to a wide variety of customers seeking employment, education or training and also provide excellent services to migrant and seasonal farm workers and United States Veterans seeking employment and other services. Training is provided to the entire workforce in providing the best services possible to each group. Arbor management is committed to providing the leadership, training, and resources required to enable our employees to consistently adhere to regulatory requirements, to tirelessly seek improvement of our processes, and to continue to provide world-class services to all of our customers. We are dedicated and caring people who form a company providing excellent human services that enhance the lives of individuals. The company rewards its employees based on employee performance and whether their goals were met for the preceding year. As found in Arbor E & T (2009): Our goal is to be known by our clients and by the workforce development community as the leading provider of services in the markets we serve, i. e. , One-Stops, TANF, youth, early childhood education, and vocational training programs. Our quality management system is a critical element of our effort to achieve this goal. † References Arbor. (2009). Arbor education and training. Retrieved October 17, 2009 from http://w ww. arboret. com/ Hanft, Adam. (April 1, 2005). What you can learn from starbucks. Retrieved October 13, 2009 from http://www. inc. com/resources/marketing/articles/20050401/starbucks. html. Hawkins, D. , Mothersbaugh, D. and Best, R. (2007). The Economist. Consumer behavior: building marketing strategy. Retrieved October 13, 2009 from http://highered. mcgraw- hill. com/sites/0073101370/information_center_view0/revision_changes. html. Kellogg Company. (2009). Kellogg company. Retrieved October 17, 2009, from http://www2. kelloggs. com/General. aspx? ID=466 Kellogg Company. (2003). We act with integrity and show respect in everything we do. Retrieved from http://files. shareholder. com/downloads/K/749861120x0x196418/ ec25a03a-7081-450d- a942-16ee7ad2ee1b/GlobalCodeofEthic. df Kembell, B. (April 2002). Catching the starbucks fever: starbucks marketing strategy. Missouri State University. Kottak, C. P. , Kozaitis, K. A. (2003). On being different: diversity and multiculturalism in the north american mainstream. (2nd ed. ). New York: The McGraw-Hill Companies. McDonald’s. (2009). Our story. [Online]. Available: http://www. mcdonalds. ca/en/aboutus/index. aspx (2009, O ctober 16). Monash University. (2009). Briohny’s report. [Online]. Available: http://www. monash. edu. au/lls/llonline/writing/business-economics/marketing/3. 3. 2. xml (2009, October 16). | |MMPBL/560 Demographic Factors Research Rubric | |Week 2 | | | | | | | |Criterion |Unsatisfactory |Satisfactory |Exceptional |Score | |Knowledge of Course Concepts (40%) | |Describe the Effects of Demographic|Demonstrates a level of knowledge|Demonstrates a level of knowledge |Demonstrates a level of knowledge that |2. 00 | |Factors on Management Planning. that is below the requirement |that meets the requirement |meets or exceeds the requirement and is | | | | | |well supported | | |Analyze the Role Demographic |Demonstrates a level of knowledge|Demonstrates a level of knowledge |Demonstrates a level of knowledge that |1. 33 | |Factors Play in Contributing to |that is below the requirement |that meets the requirement |meets or exceeds the requirement and is | | |Organizational Conflict. | |well supported | | |Examine the Influence of |Demonstrates a level of knowledge|Demonstrates a level of knowledge |Demonstrates a level of knowledge that |1. 33 | |Demographic Factors on Individual |that is below the requirement |that meets the requirement |meets or exceeds the requirement and is | | |Rewards and Recognition. | | |well supported | | |Research (20%) | |Provide Benchmark Research on |The benchmarked companies’ |The benchmarked companies’ |In addition to meeting the requirements of|  2. 0 | |Organizational Applications of |situations do not relate to the |situations relate to the course |satisfactory, the benchmarked companies’ | | |Course Objectives |course concepts, or are not |concepts and are researched from |situations provide a thorough coverage of | | | |researched from academic or trade|academic or trade publication |course objectives | | | |publication sources |sources. The score is ranged | | | | | |between satisfactory and | | | | | |exceptional. | | | |Critical Thinking (15%) | |Demonstrate Critical Thought in |Does not demonstrate critical |Demonstrates critical thought in |In addition to meeting requirements of |1. 0 | |Analyzing Information |thought in the analysis of the |analyzing the information by |satisfactory, synthesizes information | | | |information, or analysis is |presenting various perspectives on|across concepts effectively | | | |disjointed |the concepts | | | |Written Communication (15%) | |Demonstrate Quality and |Written communication is |Written communication is effective|In addition to meeting requirements of |2. 5 | |Effectiveness in Written |ineffective, with numerous | |satisfactory, the paper is engaging to the| | |Communication |spelling and grammatical errors | |reader with concise and clear | | | |or poorly constructed sentences | |communication | | |Format, Style & Citation Standards (10%) | |Adhere to University of Phoenix |Numerous errors in format, style,|Few errors in for mat, style, or |Virtually no errors in format, style, or |1. 25 | |Writing Style (APA) Requirements |or reference citation |reference citation |reference citation | | |Final Score==> |12. 1 | | | |Team B, | | | |The overall submission was interesting and well written. The concept of management planning was thoroughly researched and discussed. All of the companies clearly | |described the organizational conflict except for Arbor and Starbucks omitted the section on research and recognition. All of the companies were demonstrated as | |benchmarked companies that addressed the concepts; however, in some instances a piece was omitted. The score was reduced under critical thought because only | |comparisons were addressed and not all concepts were covered. The written communication was well done and only a minor APA formatting issue was noted. Your research | |section as the instructor’s plagiarism checker noted consisted of an 13% plagiarism rate. The instructor’s plagiarism checker also checks past student papers, as well| |as a more thorough Internet search. Not everyone turned in their team evaluation; however, by the way it looks everyone participated equally in the group. Good | |work! | | |

Book Review Of Fahrenheit 451, By Ray Bradbury - 1067 Words

Fahrenheit 451, written by Ray Bradbury, centers around Guy Montag, a â€Å"fireman†; one who burns books. In this book, books are outlawed, and anyone who owns books has their house burned, along with their books, and is arrested. It takes place somewhere in the United States and sometime after the 1990’s, but the exact location or year is not stated in the book. In the book, the United States is on the brink of war with another country, although the country is never named. The book begins with Montag setting fire to a home with his fellow firemen, and coming home shortly after. On his way back, he meets his new neighbor, Clarisse McClellan, a 17 year old girl who after talking for a few minutes, she asks Montag if he is happy. This makes†¦show more content†¦He then goes to sleep, and when he wakes up, he has a fever, and insists that he doesn’t go to work. While he’s home, Captain Beatty stops by, and hints that he knows that Montag stole the b ook. He lets him know that a fireman can turn in a book to the station within 24 hours of them taking it. Mildred also discovers the book that Montag brought home, which then makes him reveal to her, after Beatty has left, that he’s been keeping a secret library. Montag requests that Mildred reads the books with him, and that they can start a new life by doing so. After reading for an afternoon, Mildred doesn’t find any enjoyment from reading, and she questions why she should do it. Montag, on the other hand, saw someone die for these books, so he keeps looking for something special in them. He then remembers that he once had an encounter with a retired english professor named Faber, who gave Montag his address for the files the firemen keep of the people in town. He goes to Faber’s house so he can be taught to understand what he’s reading. What eventually happens is that Faber and Montag devise a plan; to print copies of books and plant them in houses that belong to firemen all around the country, to slowly lower the amount of firemen until there aren’t any left. To find out the firemens weaknesses, Faber gives Montag a device he can put in his ear so Faber can hear what Montag hears and Montag can hear what FaberShow MoreRelatedCold War in the Eyes of Ray Bradbury1689 Words   |  7 PagesRay Bradbury, from small town America (Waukegan, Illinois), wrote two very distinctly different novels in the early Cold War era. The first was The Martian Chronicles (1950) know for its â€Å"collection† of short stories that, by name, implies a broad historical rather than a primarily individual account and Fahrenheit 451 (1953), which centers on Guy Montag. 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