European nations Essay Example for Free

European nations Essay 1. Analysis of data collected from these sources has led researches to conclusively establish the fact of huge wealth gap existing in US society along with establishing the trends in the wealth distribution over almost past 80 years. Studies indicate that in the period 1915-1925, though the wealth gap was large per se, it was more equally distributed than the gap existing in European nations. Wealth inequality, thereafter, continued to rise from 1930s to 1960s, until reaching its peak in 1962 when top 1 percent of wealth owners owned nearly 35 percent of the total wealth and top 5 percent wealth owner had control over more than 80 percent of the total wealth. Further research suggests that where the total wealth of all the Americans has rom 1960 to 1990s, the gap between mean and median wealth has also increased considerably, indicating towards widening inequality in wealth. The gap appeared to decrease through rest of 60s and 70s due to various social welfare and income generation programs launched by government. In this period the share of top 1 percent of wealth owners declined to 19 percent from previous high of 30 percent. However, by 1980 it again started to climb, reaching to peak in 1990s when the former sharp inequality was restored. Research from Danziger et al 1989, Wolff 1993 and many other economists and social scientists show that from 1983 to 1989, share of top 0.5 percent of wealth holders increased by 5 percent. This rise becomes especially conspicuous in the face of corresponding decline in wealth of poorest 80 percent of population by 2 percentage point in the same period. Further, the bulk of growth in net wealth for the period from 1983 to 1989 took place in top 10 percent of wealth owners, strengthening the idiom that ‘Rich gets richer and poor get poorer’. By 1990s, wealth distribution in US had become much more skewed and in favor of the elite group than European nations. Meanwhile the advent of Information Technology and a dot-com revolution created class of neo-riches that further skewed the wealth map of United states. Wealth distribution from 1989-2001 Implementation of new technology, globalization, and Internet revolution created new set of Internet multi-millionaires, while taking the stock of many existing corporations over many fold. The new model of income generation also had significant on wealth distribution in American society. Following table indicates family wealth generation and distribution for period from 1989-2001. Figure1- Family distribution of wealth As the table shows, for the period between 1989-2001, all families in higher income group has shown significant increase in percentage point. Also, it is evident from table that for the same period, the percentage of poorer families lost out in almost all the segment, registering decline in their wealth holding. An interesting revelation about nature of wealth gap emerges from study of wealth distribution among the lowest 90 percent of wealth holders (Figure 2). It can be seen for this group that the overall pattern of unequal wealth distribution holds true even at macro levels; among the lowest 90 percent population, the lowest 50 percent are allocated mere 3 percent of the total wealth. Reasons of Wealth Gap Economists have tried to definitively ascertain unequal wealth distribution and wealth gap that has almost historically existed in every society. Presently, economists look at the issue of unequal distribution of wealth from macro and micro perspective-the first dealing with implication of wealth at overall national scale, and second looking on personal and family role in wealth distribution. The macro analysis states that it is in nature of wealth to increase itself. Wealthy people possess stocks, bonds, shares, equities and other capital stock whose values tend to increase with time and thus it creates additional wealth for them, by the mere virtue of its presence. The micro analysis states that individual effort, family work abilities and cooperation also increases income and consequently wealth. As wealthy families have already better resources and opportunities to invest them, they stand to gain more even in this process of wealth creation. As a solution, government can take measures to ensure that even though wealth gap may exist, there should be a minimum upgrade in income and wealth possession of people from all the income group, to give society a more equitable appearance and standing. Reference Lisa A. Keister , and Moller, S. 2000. Wealth Inequality in the United States . Journal-Annual Review of Sociology. Chandrika Kaul and Valerie Tomaselli-Moschovitis. Statistical Handbook on Consumption and Wealth in the United States ,; Oryx Press, 1999. 296 pgs. Arthur B. Kennickell. A Rolling Tide. Changes in the distribution of wealth in US. 1989-2001. Survey of Consumer Finances. Available on line on 17. 12. 2007. https://www.federalreserve.gov/pubs/oss/oss2/papers/concentration.2001.10.pdf

options on company telephone services :: essays research papers

Introduction There are many different options companies have when decided on what type if telephone service to use. The size and needs of the company will usually determine the communications needed to run an organized operation. Another factor in choosing what type of telecommunications a company will need is what type of business does the company deal with. For example, is the company a telemarketing service, a customer service company for bank, or a consulting firm; plus, what are the majority of calls pertaining to and the time frame of each call? Are the telephone calls from customers needing to know where the nearest bank or ATM is or are they important clients wanting an estimate on a construction project that is underway. These are a few of the important items to look over before choosing the telecommunication that are right for you company. I work at a company called VTN Nevada. It is an engineering, survey, architecture, planning, and construction management consulting firm. We do consulting work for many large companies in Las Vegas Valley. We do a lot of communicating with clients, construction project manager, and the entities, such as, City of Las Vegas, City of Henderson, City of North Las Vegas, Clark County, and Nye County. The need for good communication is mandatory in order to get the project done to the clients desires, as well as, meeting the needs of the entities that the projects are located within. VTN Nevada uses many different forms of communications from conference calls to e-mails, but nothing is better than a face to face meeting in order to straight out major issues. Body The system that is currently in place at VTN Nevada is the PBX, otherwise known as Private Branch eXchange. The PBX allows VTN to create extensions to connect to each other, as well as, to the public network. The system is set up to allow a person to dial the main office line and get the first receptionist, Rita. Rita, will then direct the caller to the person that they are trying to reach. If the caller wants to contact one of the directors of the company, they will be transferred to the director secretary, Marti. Then, Marti will transfer the caller to the intended recipient of the call, take a message, or transfer the caller to the intended’s voice mail. Rita will at the main number has the same

Organization And Management Essay

INTRODUCTION Control is the process of assuring the efficient accomplishment of enterprise objectives. In the turbulent environment faced by management, power and control is necessary to anticipate problems, measure performance against standards, take corrective actions for deviations from plans and if necessary, modify plans. The term control may have some negative connotations for some. In the management process, it is a facilitating function aiding the organization to accomplish the set objectives. The primary responsibility for exercising control rests with management at HQ division with the execution of plans. In an organization, control consists in verifying whether everything occurs in conformity with the plans adopted, the instructions issued and principles established. Its object is to point out weaknesses and errors in order to rectify them and prevent recurrence. It operates on everything, things, people, and actions. It is wrong to assume that only top management has the responsibility for power and control and that there is little need for control at lower levels of management. While the scope for control may vary to some extent depending upon the position of an employee in the hierarchy, all those who have responsibility for the execution of plans need to exercise control too. M/s Engineering Products is an engineering company, based in UK, manufacturing mechanical tools for various industrial manufactures .Due to the marketing trend and policy change, the company sometime in 1980 did some major deviations by closing and selling some units and presently in the trade of defense, industrial services and auto parts. The company is in the line of exporting components to different countries. It has processed for expansion, 50% of the employees are stationed in Western Europe and North America. Bulk of the sales is taken care by Western Europe and America and a very small portion by UK. AIMS AND OBJECTIVES The major prerequisites of control are two: a plan and a structure. a) Plan: controls must be based on plan. The more clear and complete the plans are the more effective controls can be; plans become the standards by which the actions are measured. b) Structure: There is need for a structure to know where the responsibility rests for deviations and corrective action, if any needed. As in the case of plans, the more clear and complete the organization structure is, the more effective control can be. Controls, to be effective, should share the following basic characteristics: Appropriate: Controls should correspond to an organization’s plans. Controls designed for a Management Executive are inappropriate for a supervisor Strategic: Control should serve a strategic purpose and provide spotlight on positive and negative exceptions at critical points. Acceptable: Controls will not work unless people want them to. They should be acceptable to those to whom they apply. Reliable and objective: Controls should be accurate and unbiased. If they are unreliable and subjective, people will resent them. THE POWER AND CONTROL PROCESS In the Engineering Products the control process used  Ã‚     involves three steps: (a) establishing standards. (b) measuring performance against these standards, and (c) reinforcing success/correcting deviations. a) Establishing Standards: Standards mean criteria of performance. Standards may be of many kinds and include verifiable goals set in qualitative or quantitative terms. Engineering Products has established standards in areas such as: (a) Profitability (b) Productivity (c) Market Share (d) Worker Performance (e) Innovation (f) Social Responsibility Standards are based on past performance, managerial judgment or scientific analysis. Standards are used to measure performance and judge success or failure. b) Measuring of Performance: Essentially, it is a comparison between â€Å"what is† and â€Å"what should be† the performance. Ideally, measurement should be done on a forward-looking basis to predict probable deviations from standards rather than merely be used as a post mortem exercise. c) Reinforcing Success/Correcting Deviations: When plans and organization structures are clear, it is easy to reinforce success and avoid failures. When deviations are noticed or apprehended based on warning signs, the reasons can be analyzed and appropriate corrective actions taken promptly. LITERATURE REVIEW POLICIES AND DESIGN CHOICES IN CONTROL Engineering Products are following three options in exercising control: centralization or delegation formal or informal direct or indirect preferences for one or a mix of all options are matters of judgment. Each option has relevance in a particular situation Centralization or Delegation Centralization is an approach where control is exercised by the HQ or the top management group.   Thus, functional autonomy will be lacking at operating levels. Delegation, on the contrary, manifests transfer of decision-making authority downward and outward within the formal structure. Sometimes, decision-making power is transferred downwards in a hierarchy prescribing limits on the scope and type of decisions. Centralized Control: makes it easier to coordinate the activities of various subunits/departments in an organization. seeks to achieve balance among various functions because the top management can be expected to have a broad organization-wide perspective. proves more useful because control will be in the hands of senior, experienced top executives. is necessary to meet extraordinary situations. is economical since duplication in activities and resource use can be avoided. Delegation and decentralization too have positive features: they relieve the top management from overload. motivate individuals to give better performance due to opportunities for individual freedom, discretion and control. contribute to the personal and professional development of managers.†¢ people at operating Direct or Indirect There are two ways of controlling. One way is to supervise subordinates’ activities closely, trace deviations to the persons responsible and get them to correct their practices. This is called indirect control The other way is to develop high quality managers who will properly understand and apply managerial principles, functions, techniques and philosophy, make few mistakes and initiate corrective actions, wherever necessary, themselves. This is called direct control. The higher the quality of managers and their subordinates, the less will be the need for indirect controls. Conflict and Negotiation Life is a never ending process of one conflict after another. Conflict has always been widespread in society but it is only recently that it has generated a lot of interest and has been the focus of research and study. Employees have become more vociferous in their demands for a better deal. Various departments in an organization face a situation full of conflicts due to a number of reasons like goal diversity, scarcity of resources or task interdependence etc. Negotiation is an attempt to find a solution that reconciles or integrates the needs of both parties who work together to define the problem and to identify mutually satisfactory solutions. In negotiation, there is open expression of feelings as well as exchange of task-related information. The most critical ingredients in successful negotiation are: 1 Definition of the problem should be a joint effort based on shared fact finding. 2 Problems should be stated in terms of specifics. 3 Discussions between the groups should consist of specific, non-evaluative comments and questions should be asked to elicit information. 4The groups should work together in developing alternative solutions. 5All agreements about separate issues should he considered tentative.   Without trust, each group will fear manipulation and may not reveal its true preferences. Secondly, integrative problem solving takes a lot of time and can succeed only in the absence of pressure for a quick settlement. Direct control hastens corrective actions, lightens the burden caused by indirect control and subordinates feel less concerned about superior’s subjectivity in rating their performance because in indirect control one would feel a close relationship between performance and measurement. METHODOLOGY The central HR function at Engineering Products had been placed on a different platform after the other units placed at different places are moving towards international integration. integration. A system is being formed for interaction of different managers of different units and how international postings to be managed HR department at HQ office desires to play a more forceful role rather than doing only doing routine administrative work. The Dynamics of Personnel/Human Resource Management (P/HRM) is a dynamic discipline as it mostly deals with ever-changing work settings, characterized by people having varied cultural, social and religious backgrounds, diverse goals, multifarious expectations and attitudes. The personnel scene itself has been changing quite dramatically over the years. State regulations, competitive pressures, unionization of employees, do exert a strong influence on the way the personnel function is carried out in various organizations. Over the years, employees have become more sophisticated in their demands for high quality work environments, adequate benefits, proper training and career growth opportunities. All these factors compel human resource professionals to look for ways to improve their interactions with employees, other managers and outside groups in order to maximize worker productivity and satisfaction. Changing Role of Human Resource in View of Social Factors: A number of environmental factors influence the work of HR office.They cannot perform  Ã‚   in a vacuum. These factors influence the organization through human resources. External factors separately or in combination can influence the HR function of any organization. The job of a HR manager is to balance the demands and expectations of the external groups with the internal requirements and achieve the assigned goals in an efficient and effective manner. The HR manager has to work closely with these constituent parts, understand the internal dynamics properly and devise ways and means to survive and progress. Local and State Factors State is the custodian of industrial and economic activities. The emergence of problems on the industrial front in the form of trade union movement, failure of many employers to deal fairly with workers, non-fulfillment of plan targets forced the states to intervene in human resource management and to enact various pieces of labor legislation.    Unions Unions have also gained strength. At present, these organizations constitute one of the power blocks in many countries. With the formation and recognition of these organizations, the issues relating to employee interests are no longer determined by the unilateral actions of management. These have to be discussed with union representatives invariably.   In consequence, the scope of managerial discretion in personnel activities has been narrowed down. Changing Work Values   Organizations must now advance from general affirmation and enthusiasm for the career development of their personnel to greater precision. The concepts and goals development programmes must be more precise, more widely understood, reflected in formal policy statements and translated into institutional and personnel practice. Alienation from the job, increasing counter-productive behavior, rising expectations and changing ideas of employees are some of the other factors responsible for the changing values and roles of human force. Consequently it has become imperative for the management to include  Ã‚   benefits to improve morale, introduce a machinery to redress grievances, encourage employee participation in decision-making and the like to pave the way for industrial betterment and to meet the ever increasing demands of workforce. Culture In Organization Every organization has some characteristics which are common with any other organization. At the same time, each organization has its unique set of characteristics and properties. This psychological structure of organization and their sub-units is usually referred to as Organizational Culture. Organizational culture is a relatively enduring quality of the internal environment that is experienced by the members, influences their behavior, and can be described in terms of values of a particular set of characteristics of the organization. Organizational culture is the set of characteristics that describe an organization and that (a) distinguish one organization from other organizations; (b) are relatively enduring over time and (c) influence the behavior of the people in the organization. Organizational Culture is a relatively uniform perception held of the organization, it has common characteristics, it is descriptive, it can distinguish one organization from another and it integrates individual, group and organization system variables. ORGANISATIONAL STRUCTURE. Organization structure refers to the formal, established pattern of relationships amongst the various parts of a firm or any organization. The fact that these relationships are formal implies that they are deliberately specified and adopted and do not evolve on their own. Of course, it may sometimes happen that given an unusual situation, new working relationships may evolve and which may later be adopted as representing the formal structure.   Only when relationships are clearly spelled out and accepted by everyone, can they be considered as constituting a structure. This does not mean that once established, there can be no change in these relationships. Changes may be necessary with passage of time and change of circumstances, but frequent and erratic changes are to be avoided. References Peters, Thomas, J. and Waterman, Robert H., 1999. Management of Development Programmes, Harper and Row: New York. Elbing, A.1998. Behavioral Decisions in Organizations, Scott Foresman: Glenview. P.0.1991. A Stud .of Decision Making Job Choice. MIT Press: Cambridge. Vroom, V.1-I and Yetton, P.W.1997. Organisational Leadership and Decision Making. University of Pittsburgh Press: Pittsburgh. Barnard, C.l.l997. The Functions of the Executive. Harvard University Press: Cambridge. Behling, 0, and Schriesheim, C. 1996. Organisational Behavior. Theory, Research and Application. Allyn and Bacon: Boston. Elbing, A.1988. Behavioral Decisions in Organizations, Scott Foresman: Glenview. Vroom, V.H. and Yetton, P.W.1983. Leadership and Decision Making. University of Pittsburgh Press: Pittsburgh. Stephin Robbins. et al. Action-research as applied to Development, in Organization Development and Research (Ed. Wendell L French et al) Business Publications Inc., Dallas (1998). Eager G., Change Agent Skills: Assessing and Designing Excellence, University Associates California (1998). Fohman, Mark.A. et al. Action-research as applied to Development, in Organization Development and Research (Ed. Wendell L French et al) Business Publications Inc., Dallas (1998). Chris Argyris, Management and Organization Development: The Path form X4 to YB, McGraw Hill, New York (1991). Beckhard, R. Harris, R. T Organization transitions: Managing Complex Changes, Addison Wesley (1997). Cascio, W.F., Fundamentals of Modern Organisations, McGraw-Hill Book Company, New York,1992 Purecell J.,Boxall P., Organisational Management, Plagrave, Macmillan, New York,2003

Couric Family Tree - Ancestry of Katie Couric

1. Katherine Anne (Katie) COURIC was born on 7 Jan 1957 in Arlington, Va. Second Generation 2. John Martin COURIC Jr.  was born on 28 Aug 1920 in Brunswick, Glynn Co., Ga. He married Elinor HENE married on 26 Jan 1944 in Chicago, Cook Co., Ill. 3. Elinor HENE  was born on 30 Jun 1923 in Omaha, Douglas Co., Nebr. John Martin COURIC Jr. and Elinor HENE had the following children: i. Emily COURIC was born on 5 Jun 1947 in Atlanta, Fulton County, Georgia, and died of pancreatic cancer on 18 Oct 2001 in Charlottesville, Albemarle County, Virginia. ii. Clara (Kiki) COURIC (living) iii. John Martin COURIC III (living) 1 iv. Katherine Anne (Katie) COURIC Third Generation 4. John Martin COURIC  was born on 19 Jan 1886 in Eufaula, Barbour Co., Ala.  and died on 13 Apr 1947 in Laurens Co., Ga.  He married Wildie Churchill HIBBLER on 11 Jan 1912  and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 5. Wildie Churchill HIBBLER  was born on 5 Jul 1886 in Miss.  and died in Apr 1974 in Arlington, Va.  She was buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. John Martin COURIC and Wildie Churchill HIBBLER had the following children: i. Charlotte COURIC  was born about 1914 in Georgia.2 ii. John Martin COURIC Jr. 6. Berthold B. (Bert) HENE  was born on 18 Jun 1890 in Burlington, Des Moines Co., Iowa.  He worked as an architect  and described himself as medium height and build, with grey eyes and black hair.  He married Clara L. FROHSIN. 7. Clara L. FROHSIN  was born on 8 Jan 1898 in Alexander City, Tallapoosa Co., Ala. and died on 20 Nov 1987 in Atlanta, Fulton Co., Ga. Berthold B. (Bert) HENE and Clara L. FROHSIN had the following children: 3 i. Elinor HENEii. Bert HENE Jr.  was born about 1926 in Nebraska. Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation Back to Generations 1-3 8. Alfred Alexis COURIC was born on 20 Feb 1843 in Eufaula, Barbour Co., Ala.  and died on 17 Dec 1917 in Eufaula, Barbour Co., Ala.  He married Sarah Sophia (Sallie) MCKLEROY on 20 Dec 1871 in Eufaula, Barbour Co., Ala.  and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 9. Sarah Sophia (Sallie) MCKLEROY was born on 18 Apr 1850 in Eufaula, Barbour Co., Ala.  and died on 9 Jan 1900 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour County, Alabama. Alfred Alexis COURIC and Sarah Sophia (Sallie) MCKLEROY had the following children: i. Mollie Shorter COURIC was born on 2 May 1873 in Eufaula, Barbour Co., Ala.  and died on 24 Apr 1947 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.ii. Alfred Alexis (Lex) COURIC was born on 11 May 1876 in Eufaula, Barbour Co., Ala.  and died on 23 May 1941 in Eufaula, Barbour Co., Ala.  He is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.iii. Katherine Kolb COURIC was born on 18 Jan 1878 in Eufaula, Barbour Co., Ala.  and died on 6 May 1936.iv. William McKleroy (Roy) COURIC was born on 25 Jun 1880 in Eufaula, Barbour Co., Ala.  and died on 12 Sep 1918 in Eufaula, Barbour Co., Ala.  He is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.v. Sarah Pauline COURIC was born on 3 Feb 1882 in Eufaula, Barbour Co., Ala.  and died on 11 Sep 1954 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala.vi. Charles Mathuron COURIC was born in 1884 in Eufaula, Barbour Co., Ala. an d died in 1934 in Dawson, Ga.4 vii. John Martin COURICviii. Junius Battle COURIC was born on 28 Jun 1889 in Eufaula, Barbour Co., Ala. and died on 3 Nov 1968 in Miami, Dade Co., Fla.ix. Edmonson Shorter COURIC was born on 5 Jan 1891 in Eufaula, Barbour Co., Ala. and died on 23 Aug 1953 in Miami, Dade Co., Fla.x. Martha Gill COURIC died at the age of 7 months, 1 day  and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 10. James Edmund HIBBLER  was born on 20 Sep 1847 in Alabama and died on 25 Feb 1921. He married Ida Hill IVY on 2 Mar 1871 in Noxubee Co., Miss. 11. Ida Hill IVY  was born on 5 Dec 1849 in Mississippi and died on 5 May 1927. James Edmund HIBBLER and Ida Hill IVY had the following children: i. Carrie B. HIBBLER  was born about 1871 in Noxubee Co., Miss. ii. Fannie HIBBLER  was born about Apr 1873 in Mississippi. iii. James S. HIBBLER  was born about 1874 in Noxubee Co., Miss. iv. Robert HIBBLER  was born about 1876 in Noxubee Co., Miss. v. Mary A. HIBBLER  was born about 1879 in Noxubee Co., Miss. vi. Lottie J. HIBBLER  was born about Mar 1882 in Mississippi. 5 vii. Wildie Churchill HIBBLER viii. Laura HIBBLER  was born about Oct 1890 in Mississippi. 12. Aaron HENE  was born about Oct 1848 in Bavaria.  He immigrated about 1864-1865 to the United States  and was naturalized in 1893.  He worked as a cigar maker  and married Matilda MEYER about 1883. 13. Matilda MEYER  was born about Aug 1862 in Germany.  She immigrated in 1874  or 1889  to the United States and was naturalized in 1893. Aaron HENE and Matilda MEYER had the following children: 6 i. Berthold B. (Bert) HENEii. Robert D. HENE  was born about Mar 1899 in Nebraska. 14. Isaac FROHSIN was born on 2 Aug 1865 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 26 Dec 1922 in Alexander City, Tallapoosa Co., Ala. He is buried on 28 Dec 1922 in West Point, Troup Co., Ga. Isaac married Emma HAGEDORN on 10 Feb 1897 in West Point, Troup Co., Ga. 15. Emma HAGEDORN was born on 4 Aug 1865 in Giershagen, Nordrhein-Westfalen, Germany and died on 13 Apr 1946 in Alexander City, Tallapoosa Co., Ala. She is buried in West Point, Troup Co., Ga. Isaac FROHSIN and Emma HAGEDORN had the following children: 7 i. Clara L. FROHSINii. Leon FROHSIN was born on 5 Jan 1899 in Alexander City, Tallapoosa Co., Ala. and died on 6 Nov 1973 in Fulton Co., Ga.iii. Ralph FROHSIN was born on 24 Aug 1902 in Alexander City, Tallapoosa Co., Ala. and died on 13 Oct 1994 in Alexander City, Tallapoosa Co., Ala.iv. Lewis FROHSIN was born on 16 Apr 1906 in Alexander City, Tallapoosa Co., Ala. and died on 8 Aug 1977 in Fulton Co., Ga. Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation Back to Generations 1-3 16. Charles Mathuron COURIC was born on 24 Nov 1817 in Laurient, France  and died on 19 May 1861 in Eufaula, Barbour Co., Ala.  He married Henrietta Francoise Farier DOUTRE about 1839 in Eufaula, Barbour Co., Ala. and is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. 17. Henrietta Francoise Farier DOUTRE was born on 10 Aug 1805 in Saintes, France  and died on 22 Nov 1873 in Eufaula, Barbour Co., Ala.  She is buried in Fairview Cemetery, Eufaula, Barbour Co., Ala. Charles Mathuron COURIC and Henrietta Francoise Farier DOUTRE had the following children: i. Lucien COURIC was born about 1841 in Eufaula, Barbour Co., Ala. and died about 1898 in Wetumka, Ala.8 ii. Alfred Alexis COURICiii. Frances Elizabeth COURIC was born about 1845 in Eufaula, Barbour Co., Ala. and died on 1 Jan 1900 in Union Springs, Ala.iv. Alida Mathilde COURIC was born on 25 Oct 1847 in Eufaula, Barbour Co., Ala. and died on 14 Mar 1933 in Mobile, Ala. 18. Captain William Henry MCKLEROY was born unknown. He married Martha Gill SHORTER. 19. Martha Gill SHORTER was born about 21 Sep 1821 in Pass Christian, La.  and died on 6 Sep 1855. Captain William Henry MCKLEROY and Martha Gill SHORTER had the following children: i. Emily Francis MCKLEROYii. John Martin MCKLEROYiii. William Henry MCKLEROY IIiv. Mittie MCKLEROYv. Mary MCKLEROY9 vi. Sarah Sophia (Sallie) MCKLEROYvii. Reuben S. MCKLEROY died in Sep 1855 in Pass Christian, La. 20. James Lawrence HIBBLER was born on 24 Nov 1812 in Edgefield Co., S.C. and died on 20 Mar 1880. He married Mary Ann AMASON on 9 Feb 1838 in Sumter Co., Ala. 21. Mary Ann AMASON was born on 19 Aug 1819 in N.C. James Lawrence HIBBLER and Mary Ann AMASON had the following children: i. Laura Jane HIBBLER was born on 10 Dec 1838 in Sumter Co., Ala.ii. Infant HIBBLER was born in 1840 in Sumter Co., Ala. and died in 1840 in Sumter Co., Ala.iii. Thomas William HIBBLER was born on 15 Aug 1842 in Sumter Co., Ala. and died on 3 Oct 1857 in Sumter Co., Ala.iv. Robert HIBBLER was born on 10 Nov 1845 in Sumter Co., Ala.10 v. James Edmund HIBBLERvi. Infant HIBBLER was born on 10 Dec 1849 in Sumter Co., Ala. and died on 10 Dec 1849 in Sumter Co., Ala.vii. Infant HIBBLER was born on 15 Dec 1851 in Sumter Co., Ala. and died on 15 Dec 1851 in Sumter Co., Ala.viii. Mary Frances HIBBLER was born on 11 Aug 1852 in Sumter Co., Ala. 22. Bird IVY  was born on 5 Mar 1812 in Warrenton Co., Ga. and died on 8 May 1884 in Pickens Co., Ala. He married Caroline Jemima COCKRELL and is buried in 1884 in Old Memphis Cemetery, Cochrane, Pickens Co., Ala. 23. Caroline Jemima COCKRELL  was born on 5 Oct 1827 in S.C. and died on 30 Nov 1895 in Noxubee Co., Miss. She is buried in 1895 in Odd Fellows Cemetery, Macon, Noxubee Co., Miss. Bird IVY and Caroline Jemima COCKRELL had the following children: i. Thomas William IVY was born about 1846 in Noxubee Co., Miss.11 ii. Ida Hill IVYiii. Charlotte Gibson IVY was born about 1851 in Ala.iv. Jesse Churchill IVY23 was born about 1854 in Miss.v. Jeremiah A. IVY was born about 1856 in Miss.vi. Carrie Moore IVY was born on 15 Jun 1860 in Noxubee Co., Miss.vii. Fannie Barrett IVY was born on 18 Sep 1861 in Miss. 24. Wolfgang HENE was born about 1814 in Geinsheim, Germany He married Mahle (Mable?) UNKNOWN. 25. Mahle (Mable?) UNKNOWN  was born about 1813 in Bavaria. Wolfgang HENE and Mahle (Mable?) had the following children: i. Isaac HENE  was born about Mar 1838 in Geinsheim, Germany and died on 14 Mar 1905 in Cook Co., Illinois.  He immigrated in 1863 to the United States  and worked as a vegetable peddler in Chicago.ii. Simon HENE was born on 15 Feb 1843 in Geinsheim, Rhein Pfalz, Germany  and died on 25 Mar 1895.  He is buried in the Jewish Cemetery, Burlington, Des Moines Co., Iowa.iii. Charles HENE  was born on 12 Dec 1844 in Geinsheim, Germany  and died on 3 Jun 1901 in Colorado.  He was a cigar manufacturer in Chicago, Cook Co., Ill.  and is buried in Fairmount Cemetery, Denver, Colo. 12 iv. Aaron HENE v. Bertha HENE  was born about 1854 in Bavaria.vi. Blondiso (Blondie) HENE  was born about Jul 1873 in Germany. She immigrated in 1885 to the United States. 26. MEYER was born and had the following children: 13 i. Matilda MEYERii. Freda MEYER  was born about 1873 in Germany. Fifth Generation Continued Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation Back to Fifth Generation, Part One Fifth Generation, Continued 28. Solomon FROHSIN was born about 1838 in Brakel, Hoxter, Nordrhein-Westfalen, Germany. He married Julia LEVINSOHN. 29. Julia LEVINSOHN was born. Solomon FROHSIN and Julia LEVINSOHN had the following children: i. Jonas FROHSIN was born on 27 Aug 1856 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 23 Apr 1949 in New York, N.Y. He is buried in Atlanta, Fulton Co., Ga.ii. Ida FROHSIN was born on 27 Aug 1857 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died in 1938.iii. Abraham FROHSIN was born on 20 May 1864 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 14 Apr 1942 in New York, N.Y. He is buried on 17 Apr 1942 in Mt. Sinai Cemetery, Philadelphia, Pa.14 iv. Isaac FROHSINv. Cecelia FROHSIN was born on 28 Sep 1869 in Brakel, Hoxter, Nordrhein-Westfalen, Germany and died on 15 Jun 1949 in Philadelphia, Pa. She is buried on 17 Jun 1949 in Mt. Sinai Cemetery, Philadelphia, Pa. 30. Abraham HAGEDORN was born on 26 Oct 1819 and died on 15 May 1908. He married Clara ROSENBAUM. 31. Clara ROSENBAUM was born on 10 May 1825 and died on 19 Apr 1897. She is buried in Giershagen, Nordrhein-Westfalen, Germany. Abraham HAGEDORN and Clara ROSENBAUM had the following children: 15 i. Emma HAGEDORN Sixth Generation 38. Reuben Clarke SHORTER Sr was born on 13 Feb 1787 in Culpepper Co., Va.  and died on 14 Jul 1853 in Eufaula, Barbour Co., Ala.  He married Mary Butler GILL on 31 May 1812 in Jasper Co., Ga. 39. Mary Butler GILL was buried in Shorter Cemetery, Eufaula, Barbour Co., Ala. Reuben Clarke SHORTER Sr and Mary Butler GILL had the following children: i. Sarah Elizabeth SHORTERii. Emily Frances SHORTER was born on 15 Aug 1816  and died on 13 May 1839.iii. John Gill SHORTER was born on 23 Apr 1818 in Monticello, Jasper Co., Ga.  and died on 29 May 1872.  He was the Alabama Civil War Governor.19 iv. Martha Gill SHORTERv. Eli Sims SHORTER was born on 15 Mar 1823 in Monticello, Jasper Co., Ga.  and died on 29 Apr 1879 in Eufaula, Barbour Co., Ala.vi. Reuben Clark SHORTER Jr. was born on 22 Jan 1825 in Monticello, Jasper Co., Ga. and died on 14 May 1853 in Montgomery, Montgomery Co., Ala. He is buried in Oakwood Cemetery, Montgomery, Montgomery Co., Ala.vii. William James SHORTER was born on 28 Oct 1826  and died on 2 Oct 1839.viii. Mary Butler SHORTER was born about 1828.ix. Sophia Herndon SHORTER was born on 22 May 1830  and died on 18 Mar 1850.  She is buried in Shorter Cemetery, Eufaula, Barbour Co., Ala.x. Sampson Slaughter SHORTER was born on 23 Sep 1834  and died on 29 Oct 1840.  He is buried in Shorter Cemeter y, Eufaula, Barbour Co., Ala.xi. Henry Russell SHORTER was born about 1833 in Jasper Co., Ga. and died in 1898.xii. Laura Maria SHORTER 40. Jacob HIBBLER was born in 1762 and died in 1835. He married Virginia BELCHER. 41. Virginia BELCHER was born on 26 Aug 1774 in Greenwich, Sussex Co., N.J. and died in 1824. Jacob HIBBLER and Virginia BELCHER had the following children: 20 i. James Lawrence HIBBLER 56. Louis FROHSIN married UNKNOWN. Louis FROHSIN had the following children: 28 i. Solomon FROHSIN Prepared by Kimberly Powell, January 2006 Explore More of the Couric Family Tree First Generation Second Generation Third Generation Fourth Generation Fifth Generation Sixth Generation