Present Tense Verb Conjugations of German Regular Verbs

The regular German verbs follow a  predictable pattern  in the present tense. Once you learn the pattern for one regular German verb, you know how all German verbs are conjugated. Yes, there are  irregular verbs  that dont always follow the rules, but even they will usually have the same endings as the regular verbs. The majority of German verbs are regular, even though it may not seem that way since many commonly used verbs are strong (irregular) verbs. The chart below lists two sample regular German verbs. All regular German verbs will follow the same pattern. We have also included a helpful list of the more common stem-changing verbs. These are verbs that follow the normal pattern of endings, but have a vowel change in their stem or base form (hence the name stem-changing). The verb endings for each pronoun are indicated in  bold  type. The Basics Each verb has a basic infinitive (â€Å"to†) form. This is the form of the verb you find in a German dictionary. The verb â€Å"to play† in English is the infinitive form (â€Å"he playsâ€Å" is a conjugated form). The German  equivalent of â€Å"to play† is  spielen. Each verb also has a stem form, the basic part of the verb left after you remove the -en  ending. For  spielen  the stem is  spiel. To conjugate the verb—that is, use it in a sentence—you must add the correct ending to the stem. If you want to say â€Å"I play† you add an -e  ending: â€Å"ich spiele† (which can also be translated into English as â€Å"I am playing†). Each â€Å"person† (he, you, they, etc.) requires its own ending on the verb. This is called â€Å"conjugating the verb.† If you dont know how to conjugate verbs correctly it means your German will sound strange to people who understand the language. German verbs require more endings for the various â€Å"persons† than English verbs. In English we use only an  s  ending or no ending for most verbs: â€Å"I/they/we/you  play† or â€Å"he/she  plays.† German has a different ending for almost all of those verb situations:  ich spiele,  sie spielen,  du spielst,  er spielt, etc. Observe that the verb  spielen  has a different ending in most of the examples in the chart below. If you want to sound intelligent in German, you need to learn when to use which ending. Check out the chart below. Spielen / To PlayPresent Tense -  Prà ¤sens Deutsch English Sample Sentence SINGULAR ich spiele I play Ich spiele gern Basketball. du spielst you (fam.)play Spielst du Schach? (chess) er spielt he plays Er spielt mit mir. (with me) sie spielt she plays Sie spielt Karten. (cards) es spielt it plays Es spielt keine Rolle. (It doesnt matter.) PLURAL wir spielen we play Wir spielen Basketball. ihr spielt you (guys) play Spielt ihr Monoploy? sie spielen they play Sie spielen Golf. Sie spielen you play Spielen Sie heute? (Sie, formal you, is both singular and plural.) Verb Stem Ends in -d or -t Connecting -e  examplesApplies only to  du,  ihr, and  er/sie/es arbeitento work er arbeitet Arbeitest du heute? findento find du findest Findet ihr das? Also see related verb links/pages below. Now lets look at another kind of German verb, a stem-changing verb. Technically,  sprechen  (to speak) is a  strong verb, not a regular verb. But in the present tense the verb  sprechen  is regular except for a stem change from  e  to  i. That is, the verb changes its stem vowel, but the endings are the same as for any other regular verb in the present tense. Note that all stem changes only occur with the singular pronouns/person  du  and the third person singular (er,  sie,  es). The first person singular (ich) and all the plural forms do NOT change. Other stem-changing verb patterns include   a  to  Ãƒ ¤Ã‚  and  e  to  ie. See the examples below.  Note that the verb endings remain normal. Sprechen/To SpeakPresent Tense -  Prà ¤sens Deutsch English Sample Sentence SINGULAR ich spreche I speak Ich spreche am Telefon. du sprichst you (fam.) speak Sprichst du am Telefon? er spricht he speaks Er spricht mit mir. (with me) sie spricht she speaks Sie spricht Italienisch. es spricht it speaks Es spricht laut. (loudly) PLURAL wir sprechen we speak Wir sprechen Deutsch. ihr sprecht you (guys) speak Sprecht ihr Englisch? sie sprechen they speak Sie sprechen Italienisch. Sie sprechen you speak Sprechen Sie Spanisch? (Sie, formal you, is both singular and plural.) Other Stem-Changing Verbs English In Use fahren drive, travel er fhrt, du fhrst geben to give es gibt, du gibst lesen to read er liest, du liest Note:  These stem-changing verbs are strong (irregular) verbs, but they have regular verb endings in the present tense.

##hetorical Appeals Of Dr. Martin Luther King Jr. And...

Haley Fouts Ms. Waiz Honors English 10 September 13, 2017 Examining Rhetorical Appeals According to Merriam-Webster Dictionary, rhetoric is defined as â€Å"the art of speaking as a means of communication or persuasion†. In other words, rhetoric is the way a speaker convinces an audience to approach a given issue from a preferred perspective. Speakers may utilize the following appeals to win the audiences favor: ethos, logos, and pathos. Ethos refers to the speakers incorporation of the audience’s ethical responsibilities. A speaker also uses ethos to establish credibility. Logos is the speaker’s use of logic and reasoning by a way of factual evidence. Lastly, a speaker may use pathos to engage the audiences emotions. Dr. Martin Luther†¦show more content†¦Overall, both Finch and King used ethos, but both interpreted it in different and similar ways. While King and Finch also use logos in some similar ways, but the speakers strategies do have some differences. King throughout his speech, mentions documents our nation is built upon. In the beginning of his speech, he gives some background information, â€Å"Five score ago, a great american, in whose symbolic shadow we stand today, signed the Emancipation Proclamation,† King continues, â€Å"This momentous decree came as a great beacon light of hope to millions of Negro slaves who had been seared in the flames of withering injustice†(King, Paragraph 2). Not only does King use factual information, but he uses it to support his main point, King then says this, â€Å"But one hundred years later, the Negro is still not free,† (King, Paragraph 3). Finch applies logos in a different way than king, he uses logos to jump right into his point. â€Å"To begin with, this case should have never come to trial. The state of Alabama has not produced one iota of medical evidence that shows that the crime Tom Robinson is charged with ever took place,†(Finch, Paragraph 1). Instead of using informational context to support his claim like King. Finch uses fact ual evidence to jump straight into the point of Tom Robinsons innocence. Although, both speeches use logos differently, they also use it similarly.

Top Ten Bsc Mistakes Free Essays

Lack of focus: Too many people, too many objectives, too many metrics, and too many scorecards When it comes to scorecards, less is more. Too often, beginners start out with too many people, too many objectives, too many metrics, and too many scorecards. When an organization tries to juggle too many things, It Inevitably cannot deliver on all of them. We will write a custom essay sample on Top Ten Bsc Mistakes or any similar topic only for you Order Now When too many people are involved, the process slows to a crawl. Often these groups wind up with too many objectives because they cannot reach consensus on a few key ones. This kind of confusion obscures clear lines of accountability and discourages employees. Therefore, err on the side of less at the beginning. Weed out objectives by asking yourself tough questions: can you realistically manage all the objectives on your list? Are they complementary or conflicting? What is the impact of not doing them? Do they really matter? Similarly, less is more when it comes to teams. When starting a BBS process, don’t involve so many people that It becomes unwieldy or political. Limit it to a few people who know what they’re doing and who have executive support and the authority to make the appropriate changes. They should have a broad understanding of the organization and good people skills so that they can inspire there. Rather than holding big meetings, assign team members to work individually with other players or business units to tackle specific questions and then present their findings to the group. 2. Biting off more than you can chew As we mentioned, organizations often try to do too much too fast?the classic â€Å"biting off more than you can chew’ phenomenon. They get excited about the BBS and become enamored with the idea that it can instantly address all their top priorities across the organization. If they dream too big, they will become frustrated by the reality of putting these things n motion. Instead, they should begin with small-scale projects so that they can learn the ropes and work out the inevitable bugs. For example, an organization might do a one-year pilot with Its leadership team. It’s impossible to know whether you have the right metrics and initiatives until you have lived with them for a while. The pursuit of perfection?an admirable trait in many respects?can also undermine the value of the BBS. The BBS is an effort in ongoing process improvement, not some elusive end state where everything Is done correctly. In order to make progress, we eave to free ourselves from the onus of trying to be perfect. As Voltaire said, â€Å"The perfect Is enemy of the good. † Better Instead try to embrace the Idea of a â€Å"Zen flaw†? the tradition of some craftsmen of putting a deliberate imperfection in their work to free themselves from the burden of perfectionism. . Failing to set clear and realistic milestones Another classic mistake Is falling to establish clear benchmarks of direction and making appropriate progress. Without them, it’s too easy to become bogged down or lost in a new, unfamiliar process. If you’re not sure what’s realistic, look for external benchmarks. How can you improve your standing versus your competitors? How can you increase m arket share? Compare yourself to the top players in your industry and ask yourself how you might overtake them. 4. Adopting initiatives without formal methodology for execution The odds of success are greatest when carefully chosen initiatives are matched with carefully planned execution. The gap between strategy and execution remains a formidable barrier for many companies. According to the Harvard Business Review, the average company realizes only 60 percent of the financial performance promised by their strategy. There are many reasons for this, including employees not understanding their roles, lack of clear accountability, and lack of empowerment to make decisions. How to close the execution gap? In a nutshell, there are three key steps: actions should be tied to specific objectives; they must be funded and given adequate resources, and they must be monitored. Without good execution, even the best strategy remains Just an abstract idea. 5. Failing to integrate the scorecard into daily work The BBS should not be a standalone exercise. This runs contrary to its purpose?and squanders the potential benefits. The BBS must become part and parcel of the routine work of the organization. It should be a centerpiece or hub that brings together many initiatives. If you treat it as an isolated exercise, you miss the opportunity for cross-fertilization and making other projects more successful. 6. Poor leadership and communication Sometimes BBS initiatives die by neglect because they lack commitment from top leadership. Without a clear mandate from the top, the balanced scorecard is unlikely to deliver its full benefits. Top leadership must empower their strategy teams. Leaders can’t Just delegate the BBS to a low belonging group and forget about it. The organization must see that the top leaders have embraced the initiative and are determined to see it through. Otherwise, people may dismiss it as Just another halfhearted initiative and cling to old habits. Leaders can show support by attending strategy meetings, being seen alongside the strategy team, and making public statements of support. Another common leadership mistake is failing to effectively communicate the BBS to the organization. If people don’t understand what’s different or important about this initiative, they won’t do the work to carry it out. Organizations should make a habit of communicating the objectives and results to employees on a regular basis. Some organizations assume that commitment from senior executives automatically meaner that the entire organization is engaged. This does not happen by itself. For example, BBS lingo may sound like empty Jargon to line level employees. Organizations must translate the initiatives into terms employees can understand. Leadership is important, but organizations should avoid making the BBS a top-down exercise. It’s not a matter of issuing edicts and expecting employees to comply. It’s a matter of exercising strong leadership and inspiring the organization to follow. 7. Business as usual mindset When implementing the BBS for the first time, organizations must change fundamental habits?and this cannot be done with a business as usual achieved without changing the way day-to-day operations are performed. Rather, they require conscious effort because they force us to adopt new habits and new ways of working and thinking. Changing habits is hard?that’s why so many New Year’s resolutions fail. Too often, organizations try to hit new performance targets with the same business as usual attitude. Doing more of the same slightly better will not produce significantly new or better results. New targets require new initiatives, strong leadership, and relentless execution. 8. Climate of defensiveness and mistrust Too often, BBS and performance management initiatives are portrayed as an Orwellian tool to keep tabs on employees and identify underperformed. Some organizations roll out balanced scorecards and performance management as accountability programs. As a result, employees begin to feel Judged, micromanaged, and anxious. Big Brother is watching. Accountability is important, but it shouldn’t be the overarching message. Instead, organizations should emphasize that these tools help employees and the entire organization to become more successful. Use these tools to share best practices and celebrate people who do things right. Let’s say your shipping department comes up with a new best practice for dealing with the holiday rush. You can honor the innovators and share their learning’s with the rest of the organization. If you see these tools solely in terms of accountability, you miss the opportunity to inform and inspire your employees. 9. Poor performance data Poor data undermines the entire purpose of the balanced scorecard. In many respects, Kips can be one of the most difficult aspects of the BBS. In general, Kips are a good indicator of the health of your balanced scorecard infrastructure. If you have problems determining the score of more than one KIP, it might be an indication that your method of selecting them is not up to par. Perhaps they were chosen from a library without much thought about the ground-level realities of what it takes to collect the data to determine their measurement. Organizations spend an immense amount of time putting together their scorecards. All that work can go to waste if they don’t keep good performance data. 0. Failing to adapt the BBS to the organization The BBS must be adapted to the organization. There is no universal, one-size-fits-all template. The needs of a large international manufacturing company are very different from those of a small local government agency. If your BBS approach is not tailored to your local circumstances, it will become a straitjacket that inhibits the organization. Adapting the BBS to the organization is an ongoing process. It often comes through experience. How do we get there? As we saw above, it’s a matter of focusing on a handful of key objectives, tarring small, exercising good leadership, and practicing disciplined execution. By carefully monitoring and adapting, organizations can discover a system that works in their particular circumstances. It’s an iterative process of following proven principles, experimentation, and trial and error?yes, we all make mistakes. [Stephanie Busbies is an author and Group Vice President of Solution Marketing, Enterprise Performance Management and Governance Risk and Compliance with SAP. As an XP Strategic Partner, SAP is contributing thought leadership and research How to cite Top Ten Bsc Mistakes, Papers

Roosevelt (917 words) Essay Example For Students

Roosevelt (917 words) Essay RooseveltOnJanuary 30, 1882 in Hyde Park, New York Franklin Delano Roosevelt was born. James Roosevelt, Franklins father, was a prosperous railroad official andlandowner (Lawson 25). Hispredecessors, when they came from the Netherlands,were succes Roosevelt learned from private tutors, not going to school until theage of fourteen. He had already studied German, Latin and French by the time hehad started school(Freidel 6). Sailing, bird hunting and stamp collecting wereamong his hobbies. On his In 1896, at the age of fourteen his parents sent himaway to Groton, Massachusetts, to a private, boys only, boarding school. He wasnot very popular among the students, but was respected by his peers and wasnever the object of pranks pulled by the ol From there, Roosevelt went on toenter Harvard in 1900. There too Roosevelt remained an average student, makingit through with a C average most of the time(Hacker 19). At Harvard, his socialactivities took preference over his academic pursuit and the In 1903 Rooseveltgraduated from Harvard and entered the Columbia Law School. He droppe d out inhis third year after passing the New York bar examination(Hacker 24). Soonafter, Roosevelt started practicing law with a New York law firm. While still inlaw school, Roosevelt met Anna Eleanor Roosevelt a distant cousin, only a fewyears younger than him(Alsop 28). They were married on St. Patricks day, March17th, 1905(Freidel 13). We will write a custom essay on Roosevelt (917 words) specifically for you for only $16.38 $13.9/page Order now Hewas twenty-three and she was twenty-one. Her fathe A few years later in 1910,Roosevelt accepted the Democratic nomination for the New York StateSenate(Freidel 17). He won the elections, and in the following January heentered the Senate at the young age of twenty-eight(Freidel 18). Later in 1912he ra In July of 1921, while vacationing at Campobello Island, he went sailingwith his children. One day, they saw, what appeared to be a forest fire, on anearby island they quickly sailed to shore to help put out the fire. It took acouple of hours and w was able to walk in the pool unaided. His disease,poliomyelitis, had affected him on land but in the water he was as quick asanyone. In 1926 he bought Warm Springs for $200,000(Hacker 40). In 1927 hecontributed two-thirds of his wealth(Freidel 47) a His physical disabilitiesdidnt hinder his climb of the political ladder. In 1928 Roosevelt ran forgovernor of New York and won the election with a large margin. One of his maingoals was that the s tate should own the electric companies and other util InOctober of 1929, when Roosevelt was still Governor, the stock market suddenlycollapsed. This caused nation-wide panic. Grain and cotton prices droppedtremendously due to an overabundant supply, and many farmers were out of jobs. Rapidly, people w Roosevelt did not run for the presidency in 1928 because thatyear, most of the country was in favor of a Republican candidate for president. Four years later in 1932, a week before his fiftieth birthday, Rooseveltannounced his candidacy for president Through his campaign speeches he preachedof a New Deal for the American people, one that would lift them out of thedepression. Now he was going to fulfill his promise. Rooseveltdid not sit back and watch the country take itself out of a depression. Guestswould be permitted to reopen and those that could not, wouldnt. Banks thatcouldnt meet withdrawals requests would, together with federal aid, meet thewithdrawal demands(Lawson 48). Of the nineteen thousand banks, only abouttwenty-four hundred Like he said in campaign speeches, If I were electedPresident, my first step would be to mobilize the country for war onunemployment(Woolf). This is exactly what he started to do. Another mainbill passed in the hundred days was the Civilian Conserv He also signed into lawone of the most important laws that today helps back up our bank system. Untilthat time there was no insurance to cover for banks that went bankrupt orcollapsed. The Banking Act of 1933 changed all of this. The government put a Healso accomplished many things, which greatly boosted the economy. He reduced the1934 federal budget by 13%. Although he often spoke that the American Navy andMarines should be the best in the world, he was not hesitant in cutting the 1934defense bud On August 14, 1935 he signed into law the Social Security Act. Thisact offered protection to the needy and old through pensions and public aid, andpromoted unemployment insurance. He ran again for a second term in 1936 againstAlfred M. Landon of Kansas and beat him by well over eleven million of thepopular vote, and won 523 out of the total 531 electoral votes, the biggestlandslide since James Monroe defeated John Quincy Adams Again he ran for a thirdterm in 1940 against Henry A. Wallace. He beat his opponent 449 to 82 in theelectoral voting. .u2ce5d37d32d569b772db39e8db184040 , .u2ce5d37d32d569b772db39e8db184040 .postImageUrl , .u2ce5d37d32d569b772db39e8db184040 .centered-text-area { min-height: 80px; position: relative; } .u2ce5d37d32d569b772db39e8db184040 , .u2ce5d37d32d569b772db39e8db184040:hover , .u2ce5d37d32d569b772db39e8db184040:visited , .u2ce5d37d32d569b772db39e8db184040:active { border:0!important; } .u2ce5d37d32d569b772db39e8db184040 .clearfix:after { content: ""; display: table; clear: both; } .u2ce5d37d32d569b772db39e8db184040 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u2ce5d37d32d569b772db39e8db184040:active , .u2ce5d37d32d569b772db39e8db184040:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u2ce5d37d32d569b772db39e8db184040 .centered-text-area { width: 100%; position: relative ; } .u2ce5d37d32d569b772db39e8db184040 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u2ce5d37d32d569b772db39e8db184040 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u2ce5d37d32d569b772db39e8db184040 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u2ce5d37d32d569b772db39e8db184040:hover .ctaButton { background-color: #34495E!important; } .u2ce5d37d32d569b772db39e8db184040 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u2ce5d37d32d569b772db39e8db184040 .u2ce5d37d32d569b772db39e8db184040-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u2ce5d37d32d569b772db39e8db184040:after { content: ""; display: block; clear: both; } READ: Sir Gawain And The Green Knight EssayHeran for last time in 1944, and won again with an easy margin. On March 30, 1945,Roosevelt returned to Warm Springs to take a rest from the presidency. On April12 the only president in American history to serve more than two terms had died. He served his people more than twelve years and had now taken his final road. BibliographyAlsop, Joseph, FDR, A Centenary Rememberance,The Viking Press, New York, 1982. Hacker, Jeffrey H., Franklin D. Roosevelt, Franklin Watts,New York, 1983. Freidel, Frank, A Rendezvous With Destiny, Little,Brown and Company, Boston, 1990. Lawson, Don, FDRs New Deal, Thomas Y. Crowell, New York, 1974. Woolf, S.J., Thomas Depicts the Socialist Utopia, New York Times Magazine,July 24, 1932, The New York Times Company.