Mid-autumn Festival and Moon Cakes free essay sample

The Mid-Autumn Festival otherwise called the Moon Festival or Moon cake Festival. The celebration is hung on the fifteenth day of the eighth lunar month. When was mid-harvest time celebration previously showed up? A portrayal of the celebration first showed up in Quite a while of Zhou, a composed assortment of ceremonies of the Western Zhou Dynasty from 3,000 years prior. The festival got well known during the early Tang Dynasty. The history and sources of mid-harvest time celebration The Mid-Autumn Festival is a customary merriment for both the Han and minority nationalities. The custom of loving the moon (called xi yue in Chinese) can be followed back similarly as the old Xia and Shang Dynasties (2000 B. C. - 1066 B. C. ). In the Zhou Dynasty(1066 B. C. - 221 B. C. ), individuals hold services to welcome winter and love the moon at whatever point the Mid-Autumn Festival sets in. It turns out to be common in the Tang Dynasty(618-907 A. D. ) that individuals appreciate and venerate the full moon. In the Southern Song Dynasty (1127-1279 A. D.), nonetheless, individuals send round moon cakes to their family members as blessings in articulation of their all the best of family get-together. The narrative of mid-harvest time celebration Hou Yi was an oppressive ruler who won the remedy of life by shooting 9 suns out of the sky with his bow. Despite the fact that he did this to spare loads of individuals, yet his better half Chang E realizing that the people groups lives would stay hopeless for perpetually if Hou Yi’s life everlasting. So she drank the mixture. The liquids made her lighter and lighter, and afterward she coasted up into the moon. In memory of Chang E, individuals later set the date of the fifteenth day of the eighth lunar month as Mid-Autumn Festival. How would we celebrate mid-fall celebration? Eating moon cakes. Plan a family get-together supper or grill on the night of the full moon. Go to a mid-harvest time celebration in your locale or go to a region where you will have a decent perspective on the moon. Conveying brilliantly lit lamps, lighting lights on towers, gliding sky lamps. Fire Dragon Dances. Respect the full moon and consider family members who might be a good ways off Why do we praised mid-pre-winter celebration? It has a long history in China. This day was viewed as a reap celebration since natural products, vegetables and grain had been collected at this point and food was plentiful. So to welcome the moon. What's more, the moon additionally know as get-together. Moon cake Moon cakes are customarily Chinese baked goods for the most part eaten during the Mid-Autumn Festival. Mid-Autumn Festival is one of the two most significant celebrations in Chinese schedule (the other being the Chinese New Year). The celebration commonly includes family getting together to share moon cakes while watching the moon. Normal Chinese moon cakes are round fit as a fiddle, and measure around 10 cm (4 inches) in breadth and 4-5 cm (2 inches) in thickness. Most moon cakes comprise of a slim delicate skin wrapping a sweet, thick filling. Moon cakes are generally eaten in little wedges shared by relatives. They are by and large presented with Chinese tea, and once in a while, moon cakes are served steamed or singed. For ages, moon cakes have been made with sweet fillings of nuts, crushed red beans, lotus-seed glue or Chinese dates, enveloped by a baked good. Here and there a cooked egg yolk can be found in the rich tasting pastry.

A Medieval Love Story

A Medieval Love Story He was a splendid researcher at the University of Paris, charming, connecting with, and attractive. He attracted understudies like moths to his fire, testing his lords just as his companions with glimmering presentations of rationale. His apparently unfaltering center of fearlessness was defended by his gifts for rationalization, instructing, and verse. His name was Pierre Abelard. She was an uncommon nebulous vision in the order of the Paris church building: a young lady, still in her youngsters, seeking after philosophical investigations with no apparent want to take the veil. Though without a doubt stunning, she was eminent more for her sharp psyche and her hunger for information than for her magnificence. Her name was Heloise. That two such uncommon people in a similar scholarly world should discover each other appears to be unavoidable. That their smooth articulations of adoration ought to have made due for us in their own words is an uncommon endowment of history. That disaster ought to anticipate them makes their story even more poignant.1 The Pursuit of Love While Abelard without a doubt got a quick look at Heloise sooner or later in the bustling scholastic scene of Paris, there were no social events on which they were probably going to meet. He was busy with his examinations and college life; she was under the security of her Uncle Fulbert, a group at the house of prayer. Both got some distance from silly social hobbies for an upbeat ingestion with theory, religious philosophy, and writing. Yet, Abelard, having arrived at his thirties while never knowing the delights of sentimental or physical love, had chosen he needed such an encounter. He moved toward this course with his standard rationale: It was this little youngster whom I, after cautiously considering each one of those characteristics which are wont to pull in sweethearts, resolved to join with myself in the powers of profound devotion... 2 Standard Fulbert was known to think about his niece; he perceived her scholarly capacity and needed the best training that could be accommodated her. This was Abelards course into his home and certainty. Guaranteeing the upkeep of his very own home was excessively costly and meddled with his examinations, the researcher looked to board with Fulbert in return for a little charge and, all the more fundamentally, for giving guidance to Heloise. Such was Abelards notoriety as a splendid educator as well as a dependable person that Fulbert enthusiastically invited him into his home and endowed him with the instruction and care of his niece. I ought not have been progressively stricken with amazement in the event that he had depended a delicate sheep to the consideration of an insatiable wolf... Learning of Love We were joined first in the residence that protected our affection, and afterward in the hearts that ignited with it. It is extremely unlikely to comprehend what pleas or wiles Abelard used to allure his understudy. Heloise might just have adored him from the second they met. The power of his character, his extremely sharp psyche, and his attractive air without a doubt brought about an overpowering blend for a young lady. Not yet twenty, she had no trace of how she and her uncle had been controlled, and she was at the perfect age to see Abelards nearness in her life as appointed by Fate or by God. Also, once in a while have two sweethearts been so fit to one another as Abelard and Heloise. Both alluring, both incredibly insightful, both delighted with human expressions of learning, they shared a scholarly vitality that couple of couples of all ages or time have been lucky enough to know. However in these beginning of exceptional want, learning was auxiliary. Under the guise of study we went through our hours in the joy of affection, and learning held out to us the mystery openings that our enthusiasm ached for. Our discourse was a greater amount of adoration than of the books which expose before us; our kisses far dwarfed our contemplated words. Anyway base Abelards unique expectations had been, he was before long overpowered by his affections for Heloise. Discovering his once-adored investigations troublesome, his vitality for learning hailed, he conveyed deadened talks, and his sonnets presently centered around affection. It wasnt some time before his understudies derived what had come over him, and bits of gossip cleared Paris of the warmed issue. Just Canon Fulbert appeared to be uninformed of the sentiment that was occurring under his own rooftop. His obliviousness was encouraged by his trust in the niece he cherished and the researcher he appreciated. Murmurs may have arrived at his ears, however in the event that so they didn't arrive at his heart. Gracious, how incredible was the uncles sadness when he took in reality, and how unpleasant was the distress of the darlings when we had to part! How it happened isn't altogether clear, yet its sensible to accept that Fulbert strolled in on his niece and his guest in an amazingly private second. He had overlooked the gossipy tidbits and put stock in their great lead; maybe it was a face to face encounter with reality that so radically influenced him. Presently, the degree of his anger at any rate coordinated the degree of the trust he had set in them both. In any case, genuinely isolating the couple didn't extinguish the fire of their affection for each other; unexpectedly: The very dividing of our bodies served yet to connect our spirits nearer together; the plentitude of the affection which was denied to us excited us like never before. Furthermore, not long after they were separated, Heloise got a message to Abelard: she was pregnant. At the following chance, when Fulbert was from home, the couple fled to Abelards family, where Heloise was to stay until their child was conceived. Her sweetheart came back to Paris, yet dread or ponderousness shielded him from endeavoring to recuperate the penetrate with her uncle for a while. The arrangement appears to be easy to us now, and would have been easy to most youthful couples at that point: marriage. Be that as it may, despite the fact that it was not obscure for researchers at the college to marry, a spouse and family could be a genuine hindrance to a scholastic profession. Colleges were generally new frameworks that had sprung from Cathedral schools, and the one at Paris was eminent for its religious teachings. The most splendid possibilities that anticipated Abelard lived in the Church; he would relinquish the most elevated conceivable profession by taking a lady of the hour. Despite the fact that he never concedes such contemplations shielded him from proposing marriage, that they were incorporated among his contemplations appear to be clear when he depicts his proposal to Fulbert: ... so as to present appropriate reparations even past his extremest expectation, I offered to wed her whom I had lured, gave just the thing could be left well enough alone, so I may endure no loss of notoriety along these lines. To this he readily consented... Be that as it may, Heloise was another issue. Love Protests That a young lady in adoration should recoil from wedding the dad of her kid may appear to be confounding, however Heloise had convincing reasons. She was very much aware of the open doors Abelard would be leaving behind in the event that he attached himself to a family. She contended for his vocation; she contended for his investigations; she contended that such a measure would not genuinely assuage her uncle. She even contended for respect: ... it would be far better for her to be called my special lady than to be known as my significant other; nay this would be progressively noteworthy for me also. In such case, she stated, love alone would hold me to her, and the quality of the marriage chain would not oblige us. However, her darling would not be deterred. Not long after their child Astrolabe was conceived, they left him being taken care of by Abelards family and came back to Paris to be hitched furtively, with Fulbert among the couple of witnesses. They separated quickly from that point, seeing each other just in uncommon private minutes, so as to keep up the fiction that they were not, at this point included. Love Denied Heloise had been right when she had contended that her uncle would not be fulfilled by a mystery marriage. In spite of the fact that he had guaranteed his tact, his harmed pride would not let him stay silent about occasions. The injury had been an open one; its reparation ought to likewise be open. He let expression of the couples association get about. At the point when his niece denied the marriage, he beat her. To guard Heloise, her significant other lively her away to the religious community at Argenteuil, where she had been taught as a kid. This by itself may have been sufficient to keep her from her uncles anger, however Abelard went above and beyond: he solicited that she wear the vestments from the nuns, with the exception of the cloak that demonstrated the taking of promises. This ended up being a grave mistake. At the point when her uncle and his family knew about this, they were persuaded that now I had totally played them bogus and had freed myself everlastingly of Heloise by compelling her to turn into a cloister adherent. Fulbert got frustrated, and arranged to render his retribution. It occurred in the early morning hours when the researcher lay resting, unprepared. Two of his workers took hush-money to give aggressors access to his home. The discipline they visited upon their adversary was as shocking and dishonorable as it was horrendous: ... for they remove those pieces of my body with which I had done what was the reason for their distress. Before breakfast, it appeared to be all of Paris had congregated to hear the news. Two of Abelards assailants were secured and made to endure a comparable destiny, yet no reparation could reestablish to the researcher what he had lost. The splendid logician, writer, and instructor who had started to be eminent for his gifts presently had popularity of a by and large extraordinary sort push onto him. How would I be able to until the end of time hold up my head among men, when each finger ought to be pointed at me in disdain, each tongue talk my rankling disgrace, and when I ought to be a huge exhibition to everyone's eyes? Despite the fact that he had never viewed as turning into a priest, Abelard went to the house now. An existence of separation, dedicated to God, was the main elective his pride would permit him. He went to the Dominican request and entered

20 Terms Every Content Writer Needs to Know

20 Terms Every Content Writer Needs to Know Making content for organizations and their advertising offices can be a good worker for trying journalists. Yet, in the event that you need to be paid attention to, you have to get the dialect right. Dan Brotzel of UK organization Sticky Content strolls us through a portion of the basic phrasing Thus, youve got your first substance bonus †a progression of blog entries maybe, or some new web duplicate. What as a rule comes next is a preparation structure. The brief might be an itemized record of a few pages, or it might be several pages in an email. It might have been composed only for you, or †more probable †for loads of others chipping away at the venture also, from advertisers to web designers. ​​​​​​​ Your first employment is to experience the brief, comprehend whats required, and return with any inquiries. Heres a convenient manual for a portion of the expressions you may go over Changes. Content work consistently experiences a few rounds of corrects on its approach to endorsement. Your understanding may refer to a specific number of rounds of changes that you will do; if not, its value getting some information about this in advance. While you shouldnt stress that there will be things to change, you should ensure that the measure of corrects isnt getting irrational or transforming into a rebrief. Brand voice. This is the verbal character that your duplicate ought to pass on. Direction may arrive in a manner of speaking record or in a short portrayal, for example well disposed, direct, positive. If all else fails, request instances of voice they like. Source of inspiration (CTA). All substance should prompt a subsequent stage you need your peruser to take, for example, Call us now or Get a statement. Realizing the CTA will assist you with centering your composition. Consistence. In vigorously managed ventures, for example, money, a Compliance group will audit the duplicate for potential issues, for example, making claims (the least expensive spread ever!) that cant be sponsored up. Its value soliciting in advance what sorts from things they regularly search for. Change. The activity that you need individuals perusing a bit of substance to take, for example, downloading a report or making a buy. Copydeck. Just the report that contains your duplicate. This may appear as a templated doc that you are approached to compose content into. Dissemination. How your substance will contact individuals, for instance by means of email, social channels or list items. Commitment. An elusive word that extremely just methods individuals following up on your substance here and there, for example Evergreen substance. Content that is intended to have an extremely long time span of usability so should be written in a manner that wont rapidly date. Cleanliness content. Basic substance that keeps a site working, for example, FAQs, Help content and About us content. This is unmistakable from Hub content (standard publication style substance, for example, posts and articles) and Hero content (enormous battle material). Key expressions. Words you might be approached to work into your duplicate, to assist it with showing up in pertinent list items pages. Greeting page. The page that individuals show up at in the wake of tapping on a query output, particularly a paid-for one. There is an entire best practice for composing and planning these to drive changes. Bullet point article. An article written in list structure, typically starting with a number. Confinement. Interpretation. In some cases you will be approached to compose duplicate that is anything but difficult to confine, which means it should avoid sayings and quite certain social references that could become mixed up in interpretation. Newsjacking. The act of making some substance activated Streamlining. Fundamentally, improving things through a continuous procedure of testing and learning. A page that has been enhanced for search, for instance, is one that has been composed and intended to have the most obvious opportunity with regards to driving inquiry traffic. Personas. Numerous greater organizations will have created character draws that sub for key fragments of their intended interest group. Regularly theyll have an epithet, for example, Sally, the clever customer or Dave, the silver surfer. These profiles can be valuable to assist you with pitching your duplicate accurately. Pay Per Click. The paid-for promotions that show up among your indexed lists when you search for something by means of a web crawler. Pay per click is abridged PPC. The web crawler gets a little charge at whatever point anybody taps on a promotion. Partners. Individuals with an administration enthusiasm for your substance, for example, Compliance, Product, and Brand. All survey the substance, and some may have a contribution to its creation. Partner surveys definitely lead to changes. Footing. An extravagant word for reaction. As in: We need to perceive how much footing this first digital book gets, at that point well conclude whether to do another. Wash-up. A gathering where the work is explored after its gone live. You may not be approached to go to this, yet you may hear criticism from it that is valuable for your next bonus. While investigating a brief (as advertisers like to state) you can rouse certainty

Organisation Analysis of Waltersmith Ltd - Free Essay Example

ORGANISATIONAL ANALYSIS OF WALTERSMITH PETROMAN OIL LTD. NIGERIA ADEGBITE, DAVID ADEKUNLE Information and Communication Technology Department 18 Keffi, Street Off Awolowo Road, Ikoyi-Lagos, Nigeria. Kunle. [emailprotected] com; 234-08028414535. An Action learning Assignment submitted to Business School Netherlands, Nigeria in partial fulfillment of the requirements for the degree. MASTERS IN BUSINESS ADMINISTRATION Table of Contents 1 INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 1. 1Brief History†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 1. The Nature and size†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 1. 3Product and Services†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2 1. 4Visions and Missions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 1. 5Our stakeholders Focused Theme†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 1. 6Core Values†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 2 PLANNING†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 2. 1 Objective of the Organisational Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 2. 2 Goal Setting†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 2. 3 Project Plan†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 2. 4 Execution†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 2. 6 Difficulties to Be Encountered in Data Collection†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 ORGANISATIONAL STRUCTURE AND CULTURE†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 3. 1 Organisational Structure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 3. 2 Organisational Culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 4 ANALYSIS OF THE FUNCTIONAL UNITS AND THE INTERFACE RELATION†¦14 4. 1 Human Resources Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 4. 2 Marketing and Strategic Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 19 4. 3 Operation Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 22 4. 4 Information Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 24 5 CRITICAL DEVELOPMENT SKILLS AND AREA OF IMPROVEMENT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 25 6 BIBLIOGRAPHY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 7 APPENDICES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 28 1. 0 INTRODUCTION This chapter gives an overview of the Waltersmith Petroman Oil Limited. It covers the history, nature of business, size, mission, vision, core values and products. 1. 1 BRIEF HISTORY Waltersmith Petroman Oil Limited was incorporated in 1996 as a joint venture between Waltersmith and Associates Limited, a Nigerian company and Petroman Oil Limited of Calgary, Canada to operate as an oil exploration and production company. In 2001, Walter Smith Petroman Oil Limited became a wholly owned Nigerian company with the divestment of Petroman Oil Limited. The company subsequently participated in the Marginal Oil field licensing round for indigenous companies and was awarded the Ibigwe field located in Oil Mining Lease 16 by Federal Government of Nigeria in 2003. The award was on a joint interest basis with MORRIS PETROLEUM LIMITED and WALTERSMITH as the operator. WALTERSMITH executed a farm-out agreement with Shell Petroleum Development Company and its Joint Venture Partners including the Nigerian National Petroleum Corporation (NNPC) in 2004 to effectively takeover the field for development. In June 2008 WALTERSMITH commenced production and crude export from the concession area. 1. 2 THE NATURE AND SIZE WALTERSMITH is an organisation operating in Nigeria Oil and Gas Upstream sector. The organisation which is committed to producing crude oil for the benefit of mankind is led by a board of Directors and a Management team. The company Head office is situated in Ikoyi Lagos Nigeria while its Oil field is at Ibigwe a community in Imo State South- East Nigeria. 1. 3 PRODUCTS The main product that the company produces is crude oil which is being exported to other nations of the world. . 4 VISIONS AND MISSIONS Vision: WALTERSMITH’s vision is to become a world class independent integrated oil and gas company Mission: WALTERSMITH’s mission is to responsibly developing hydrocarbon resources for the benefits of mankind. 1. 5 CORE VALUES ?Best business Practice ?Good Governance ?Strong commitment to social and environmental responsibilities for the benefits of humanity. 2. 0 PLANNING This chapter focuses on goal setting, study plan, difficulties to be encountered in data collection and plan to mitigate and overcome these difficulties. . 1 OBJECTIVE OF THE ORGANISATIONAL ANALYSIS The objective of the organizational analysis is to analyse the functional units and the interface relations and also recommend ways of improving the interface relations. 2. 2 GOAL SETTING Goal setting can be defined as establishing specific, measurable and time-targeted objectives. Figure 1 below is the structured project plan for the organisation analysis. ActivityTime line 19/0621/0623/0625/0628/061/074/077/0711/0712/0714/0415/0717/020/7 Review of BSN course material Data gathering Data compilation Report writing Draft report review Sub-set meeting review Update review Draft submission to set adviser Correction and final submission 2. 3 PROJECT PLAN ?Review of the BSN course materials and EBSCO database to learn and understudy theory on organizational structures, data collection methods and research report writing techniques. ?The objective of the data gathering stage of the project is to gather relevant and accurate information, get the buy-in of the relevant target population and to analyse data collected from the target population. The target population includes staff of the functional units (department), functional unit’s heads and some member of the top management team. This will be achieved by using, personal interview, questionnaires, telephone interview with some member of the targeted population e. g. staffs that are on the oil field. All sensitive questions will be handled through personal interviews. The questionnaires cover the functions of the functional units, interface relations and recommendations for improvement of the interface relations. The personal interview will cover issues on organizational structures and culture. ?Data compilation stage will include analyzing data collected and reviewing ? Information from subset meetings and research report writing. ?Report writing stage would involve applying understanding gained from various materials and extractions of information from WALTERSMITH policy manuals. It would also require structuring the data collected from the survey and preparing draft copy. 2. 4 EXECUTION ?Reviewed responses from questionnaires Send copy to subset members for review, criticism and comments. ?Discussed difficulties encountered with Set Advisor at subset meeting and via phone calls. ?Update and revised documents with comments. 2. 5 CHALLENGES TO BE FACED IN DATA COLLECTION ?Data collection from the Oil field might be difficult ?Time constraint and the busy schedule of staff will be a limitation ? Reluctances of some target audience in filling the questionnaires because of fear of being implica ted ? Insufficient time due to researcher’s official duties. 2. PLAN TO OVERCOME THESE DIFFICULTIES ?A questionnaire send by mail was designed for staff on the oil field to make data collection easy. ?Personal interview and telephone interview will be conducted for staff with busy schedule. ?All sensitive questions will be handled through interview and not by questionnaires ? The researcher will ensure proper time management. 3. 0 ORGANISATIONAL STRUCTURE AND CULTURE This chapter focuses on the theories of organizational structure and organizational culture. 3. 1 ORGANISATIONAL STRUCTURE The structure of the organization can be defined simply as the sum total of the ways in which its labour is divided into distinct tasks and then its coordination is achieved among these task†(Mintsberg 1983a, p. 2). Other writes argue that Mintzberg’s definition only covers part of what organisational structure amount to. Daft(1989) claims that organizational structure is not onl y about the division of labour and its coordination but also about(formal) relationships among members of the organization, the way individual are grouped together, the way they communicate and so on. BSN Phase 1 Course Notes, module IX, p. 575) Mintzberg was well aware of these human aspects. In his popular book †Mintzberg on Management†(1989) and he described the formal structure as just bones that need to be infused with human spirit- with energy, ideology, and culture if it must survive. Mintzberg also agree with Handy (1985, p. 197-198), that â€Å"decision making on the underlying bone is first priority†. In the beginning there should be a skeleton, then there should be flesh, blood and spirit. (BSN Phase 1 Course Notes, module IX,p. 575) The idea of seeing organization as system was introduced in the 1950s and 1960s by writes such as Boulding (1955), katz and Kahn (1966, 1978) and Thompson (1967). All writers proposed to see organizations as bounded entities that receive input, process this input (â€Å"throughput†) and generate output. The boundary marks the distinction between the organization and the environment. If it is to survive in this environment, the organization should somewhat retain its boundary. Open system interact with their environment and must engage in this kind of interaction if they are to survive. A closed system on the other hand, does not interact with the environment. WALTERSMITH operates an open system that interacts actively with the environment for its survival. It takes people, information, natural resources and finance from the environment as input and processed same through crude oil exploration and production to render energy resources to its various customers as output. Subsystems are the ‘building blocks’ (Davis Olsen, 1985, p. 277) of the entire organisation’s system. The sum of all the subsystems constitutes the entire system. The departments and divisions shown in figure 3 below are subsystems of the WALTERSMITH’s organizational structure. The boundary spanning subsystems that are close to the organisation’s boundary are directly responsible for the interaction with the environment e. g. the crude oil production subsystem charged with the production of crude oil from the oil well. The researcher agrees with Mintzberg definition of organization structure as it conforms to researcher’s organization structure. 3. 1. 1 ORGANISATIONAL CONFIGURATION Mintzberg mention that organisation is made of five basic elements, or group of individuals, any of which may predominate in an organization. The design parameters determine individual positions: ? Operating core: Employees who perform the basic work related to an organisation’s product or services ? Strategic Apex: Top-Management responsible for running an entire organisation. ?Middle Line: Managers who stand in a direct line relationship between the strategic apex and the operating core. ?Techno structure: organizational specialist responsible for standardizing various aspects of organisation’s activities ? Support Staff: Individuals who provide support to an organisation outside its operating workflow. Mintzberg identified five organizational configurations: ?Simple Structure which heavily relies on direct supervision and finds its key part at the strategic apex. ?Machine Bureaucracy which relies on standardization of work process with its key part in techno structure where the planners of the organisation reside. ?Professional Bureaucracy which deals with standardization of skills and has the operating core. ?Divisionalised form on standardization of outputs. Units are given the power of autonomy to deal with entire product line allowing the top management to focus on strategic decisions. The middle lines are a key to this configuration. ?Adhocracy, a highly informal organic organisation in which specialists work in teams, coordination with each other on various projects. WALTERSMITH adopt the divisionalised form of Mintzberg’s configuration as most of its activities are done by the middle line managers, department heads or unit heads. They coordinate the output, acting between the operating core and the strategic apex. The structure design in WALTERSMITH is determined by the strategic apex, through the HR department, stating units and individual key responsibilities and the reporting lines. The final structure is approved by the strategic apex. The organisation makes the policies available on its Local INTRANET, which is updated as organizational changes are made 3. 1. 2 ORGANISATIONAL STRUCTURE- EFFECTIVENESS EFFICIENCY Effectiveness of a system is about doing the right things. In measuring organizational effectiveness the relevant question would be: is the organisational system doing the right thing for its survival? Efficiency of a system is about the inputs the system uses in order to produce output. In case of organisations, the relevant question would be, is the organisation doing thing right? Is it economising on its resources? David and Olsen (1985) argue that organizations tend to be narrowly focused on efficiency, because it is easier to measure and control. WALTERSMITH has achieved some level of effectiveness and efficiency in terms of where we started and where we are today, but there is need for improvement. We invest in solutions to manage our production process, employ the services of oil servicing companies and also invested in human resources but, we are still not producing crude oil to the level of the potential of the reservoir of the company oil field. The top management has to regular review what the company is doing in terms of its operating cost if they are the right action for the current state of the oil field bearing in mind that efficiency alone will put the company on the road to bankruptcy. . 1. 3 DESIGN PARAMETERS The designer uses particular â€Å"building blocks† with which he builds the system. Organisational designers, Mintzberg (1979, 1983) claims deliberately use so called â€Å"design parameters†. Mintzbergs argues that these design parameters should be seen as the â€Å"knobs that influences the division of labor and the coordinating mechanism, thereby affecting how the organization functions† (Mintzberg, 1983a, p. 25). Mintzberg identified n ine of these building blocks or design parameters. By using these parameters the organizational designers can influence the way individuals are positioned in the organization, the way group or department are formed, the way this group are linked to each other, the way decisions are made. (BSN Phase 1 Course Notes, module IX,p. 583) The design parameters are Job specialization, Behavior formation; Training and indoctrination; Unit grouping; size; Planning and control systems; Liaison devices; vertical and horizontal decentralization. The design parameters predominant in WALTERSMITH are: Job Specialisation: WALTERSMITH encourages specialization of functions in most department e. information technology department, geology department and finance department which all has staff trained in their various fields. Training and Indoctrination: Training ensures that the employee has the knowledge and skills needed to do the job, and in line with the career path of the staff. The human resource unit is responsible for the training plan for all st aff. Waltersmith indoctrination is conducted by the human resource unit to enable staff understand the culture, core values, visions and policies of the organization. The Unit grouping: Waltersmith creates a system of supervision in which each unit/department is appointed a head of department or unit head who is responsible for managing the unit actions, and report to the group head or divisional head. Mintzberg (1983, pp 48-54) goes into consideration details in order to explain the way designers (can) plan grouping. He concludes that the entire basis for grouping can be†compressed† into two essential ones: market (or product) grouping (which is based on output, client and place) or functional grouping (which is based on knowledge, skills, work process, functions). WALTERSMITH adopts the functional grouping. Vertical decentralization: Mintzberg (1983a, p. 99) defines vertical decentralization as the â€Å"dispersal of former power down the chain of authority†. In decision making process WALTERSMITH adopts limited vertical decentralization where heads of department/units are delegated the power to control most of the decisions concerning their line units, this is efficient because it speed up decisions. 3. 2. 0 ORGANISATION CULTURE Peter and waterman (1982) in their book â€Å"In search of excellence† argued that successful organization differed from organisations that were lagging behind not because of their structure but because of their culture. Organisation culture has therefore been defined as a â€Å"collective programming of the mind which distinguishes the members of the organization from another (MBA Phase1, module X) â€Å"Without exception, the dominance and coherence of culture proved to be an essential quality of excellent companies. Moreover, the stronger the culture and the more it was directed towards the marketplace, the less need was there for policy manuals, organization charts or detailed procedures and rules. † (Peters and Walterman, 1982, pp. 75-76) Arogyaswamy and byles (1987) defines strong cultures in terms of agreement among people working for an organization about the importance of certain values. In this respect, consensus about what should count as the most important values indicates the presence of a â€Å"strong culture, disagreement (lack of consensus) indicates; on the other hand a â€Å"weak† culture. Schein (1999) says that organization culture is developed over time as people in the organization learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and common ground. 3. 2. 1 WALTERSMITH CULTURE Organisational culture is a means of coordinating and influencing the behavior of organizational members. WALTERSMITH culture revolves around our core values listed in chapter 1 of this OA, but they have not been fully exhibited by the employees and the management team inclusive, it implies that WALTERSMITH culture has not properly aligned with organizational values. Considering the features of strong culture as proposed by the normative approach which divided culture into two: Strong (Homogeneity, Transparency, Consensus, predictability, leadership) and weak (Heterogeneity, Ambiguity, Conflict, Unpredictability, Management) WALTERSMITH culture will be said to be weak. The question is then should WALTERSMITH have a strong culture? The answer is yes. The normative approach reveals that if any organisation would only establish a â€Å"strong† culture, the benefits in terms of performance would be nothing less than superb. BSN Phase 1Course notes, Module X, pp. 617) Deal and Kennedy (1982, pp. 195), in his view argued that â€Å"strong† culture creates meaning for people in the sense that† they teach people how to behave†. 3. 2. 2 CULTURAL TYPES Handy (1985, pp. 188-196) distinguishes between four type of organisational culture: power culture, role culture and person culture. They are briefly explained below: Power CultureA power culture is found in many small entrepreneurial organizations, which fully depend on one central person (the â€Å"boss†) who has gathered a small group of loyal people around him. In a power culture, there are not too many rules and regulations, people trust each other’s capacities and there is a lot of self –confidence. Role cultureA role culture is typical for what Mintzberg described as a machine bureaucracy. The organisation hinges on rules, procedure and rationality with no other aim than making event predictable. Task CultureA task culture is job or process oriented. Problem solving is seen as the major task for management. Emphasis on performance, task groups are formed for specific jobs and can be abandoned or reformed after the job has been done. Presumably this is the most popular culture nowadays as it seems to be particularly suitable for dynamic and turbulent environments. Person cultureIn a person culture the individual is the central point. The organisations raison dctre is the individual. There is no distinction between managers and employees; management is regarded as something which, unfortunately, needs to be done. Typical examples of person cultures are hippie communes, social groups, small consultancy firms and the like. Table 1 (BSN Phase 1 Course Notes, modules X, Ch 1, pp. 620) From the analysis in table 1 above, the â€Å"role culture† and â€Å"Task culture† best describe researcher’s organization culture as results are predictable and outcomes are based on guiding principles and due to the nature of the organization an ad hoc committee are formed to solve particular problems and once this is achieved the committee or consultants are dissolved. Deal and Kennedy (1982; pp. 108-123) describes four cultural types The tough-guy macho culture is characterized by willingness to take risky decisions. Feedback on these decisions generally comes very soon. The work hard/play hard culture has high risk aversion. The avoidance of risks is even seen as a prerequisite for success. Feedback on decisions generally comes soon. In the bet your company culture, people take very risky decisions but they have to wait a longtime before they get feedback Process culture is characterized with low risks and slow feedbacks. Members of an organisation with process culture are indeed hedged in by rules and regulations. The Deal and Kennedy’s the tough-guy macho culture best describes reseachers’s organisation culture. Comparing this culture with Hendy’s role culture and task culture, it is obvious that WALTERSMITH is an organisation with high risk decision making as regards to the company oil production operations and follow policies and procedures as regards its internal process and relating with external regulatory bodies. 3. 2. 3 THE METAPHOR APPROACH â€Å"A metaphor is created when a term is carried over from one system or level of meaning to another, thereby illuminating some central aspects of the latter (and shadowing other aspects). A metaphor allows an object to be perceived and understood from another object†. (Alvesson, 1993b, pp. 116; see also: Alvesson, 1993, pp. 9). The metaphors: â€Å"Culture as clan†, â€Å"Culture as compass† and â€Å"Culture as a social glue† will be use to describe WALTERSMITH below: Culture as clan: This metaphor stresses that organisational cultures create groups of people who share a particular understanding of the world. During the recruitment process WALTERSMITH ensures that candidate with the right skills and also share organization values, mission and vision are employed. This is very crucial in order for proper alignment of employee with the organization strategic goals and objectives. Culture as compass: Organisational cultures do have â€Å"direction-pointing capacity†. This compass metaphor stresses that values can serve to guide people’s behavior. In WALTERSMITH company policy manual states the company values, and the minimum standard expected of all employee in dealing with others in the company and other external bodies that deals with the researcher’s organization. The manual serves as compass that affects the behavior employee within the organization. Culture as social glue: is seen as something which prevents the organisation from falling apart. WALTERSMITH personality is: ?Social responsibility: WALTERSMITH is committed to adding values back to the environment where it is operating by providing infrastructural facilities to the community. ?Best business practice. Commitment to the guiding procedures laid down by the petroleum regulatory bodies in the country. ?Commitment: Is about self actualisation alongside company goals and objectives. 3. 2. 4 THE PROCESSUAL APPROACH Following Alvesson’s recent work on organisational culture, a new sensitivity towards organisational culture has developed. This new sensitivity assumes that first, organisational culture should be understood as open systems which interact with other culture and second, that cultural aspects are only interesting as long as they clearly pertain to the â€Å"social-material† circumstances which surround the work e. g. the working condition of staff, reward system. It would be much more interesting to see culture in terms of work-related values, norms and social practices. . 2. 5 ENVIROMENTAL FACTOR THAT INFLUENCES WALTERSMITH CULTURE One of the factors that influence WALTERSMITH culture is the demand from the community in which it operates as an oil exploration and producing company. Due to the varying degrees of youth unrest and agitation from the oil producing communities, WALTERSMITH is responsibly providing basic amenities for the community such as roads, electricity, school classrooms, community town halls and scholarships for the community indigenes. 3. 2. 6 MULTIPLE-METHOD APPROACH TO ORGANISATIONAL CHANGE (MAOC) Kirkbridge (1993) states, that organisations can’t be separated from their environment and that since environment is continuously changing, the organisation is expected to adapt by changing with the tides of time. Morgan (1988) also stated that â€Å"organisations should ride the waves of change† People have different attitude towards change. Some people love it and want to initiate change merely for the sake of change; others cling to the status quo because they are afraid of what might result from the change. The MAOC, advocated by Bate (1990) and explained by Kirkbridge (1993) acknowledges that change is a multifarious phenomenon which requires different types of strategies. The strategies are briefly explained below: ?Conciliative approach: Soft style, bottom up direction. This approach involves consultation, collaboration, teams and participation. It is useful when the changes to be carried through are not drastic. The opponents of this approach argue that it is slow and expensive. ?Aggressive approach: Hard style, top – down direction. This approach connotes clear messages, clear lines of authority and a no nonsense mentality. It is useful in crisis situations and as such is the last resort for organisations. Its major drawback is that it is inflexible. ?Indoctrinative approach: Soft style, top – down direction. This involves training, socialisation and indoctrination. It is much more subtle than the aggressive approach while retaining the clear message necessary. ? Corrosive approach: Hard style, bottom – up direction. This involves task orientation, work unit and structure. It argues that behaviour cannot be so easily changed by indoctrination. It is not advisable to stick to one approach for change to take place. WALTERSMITH most time use the Indoctrinative approach. 4. 0 ANALYSIS OF THE FUNCTIONAL UNITS AND THE INTERFACE RELATIONS This chapter focuses on how the functional units are structured, the interface relation with the researcher‘s functional unit and recommendations for improvement of the interface relation. The problems and recommendations given below were based on the views of the people mention in the research plan. Departments/Units in WALTERSMITH are group based on knowledge, skill, work, process and function. They are clearly defined with unique roles and responsibilities. Refer to figure 3 WALTERSMITH organogram. The researcher’s functional unit is Information Communications Technology (ICT) department in the Finance and Corporate Services group (FCS) of the organisation. The department has the responsibility of driving the information technology and information systems management of the organisation using an enterprise IT infrastructure and standard applications. The researcher is the head of the information and communications technology department and charged with the responsibility of managing the company wide information technology infrastructure and providing solutions that help make transference of data and information within and outside the organisation possible. The researcher interface with all the units and departments in the organisation by providing the necessary solutions in terms of software and hardware that help making each unit operations produce maximally. For example the ICT provides accounting solution for finance, payroll and HR solution for Human Resources, Oil field management software for facility unit and also geological software for the geology department. The researcher also interfaces with all the unit by providing help desk and support center to administer and solve various users’ needs across the enterprise infrastructure. Figure 2 – ICT organogram Fig 3. Waltersmith Organogram 4. 1 HUMAN RESOURCES MANAGEMENT Managing Human Resources is one of the key elements in the co-ordination and management of work organisations. The objective of the HRM unit in WALTERSMITH is â€Å"to develop a highly capable and motivated workforce with core competence that will ensure the success of the business strategy, by aligning human capital strategies and policies with WALTERSMITH business strategy†. 4. 1. 1 Analysis of the HRM Unit Recruitment, selection and placement: Recruitment is the process of searching for and attracting the right candidates with the right skills to apply for vacant positions so that the goals and objectives of the organisation can be achieved. Selection is the process of choosing the best candidate for the position from the pool of available applicants. When people are placed into jobs, through promotions or transfer from within the organisation, this movement is called placement. WALTERSMITH has a recruitment policy that spells the organisation’s recruitment process: ?The Company shall employ based on its annual manpower plans which shall be derived from approved manning levels and projections for the business and or to fill unplanned vacancies due to promotion, transfer, resignation, termination, retirement or other unanticipated disengagements. ?The Company shall fill all vacancies internally in the first instance. External recruitment will be considered only when there is no suitable internal candidate to fill the identified vacancy. ?The Company shall recruit only persons that meet the basic minimum qualification as defined for a job position or grade at any given point in time. As with best practice, WALTERSMITH is an Equal Opportunities Employer (EOE). Therefore, the recruitment process shall ensure there is no discrimination on the basis of race, ethnic origin, and state/country of origin, religion, political ideology, sex or non-disqualifying physical disability. ?The Company shall not employ relatives. A relative is defined here as husband and wife. One of the affected staff must be asked to leave within three months after the establishment or declaration of such a relationship. ?HRM has the overall responsibility for the administration of the company recruitment and selection process in conjunction with line supervisors who shall be required to interview the candidates for consideration. Any recruitment not routed through HRM shall not be valid. Each prospective candidate must submit his/her curriculum vitae along with an application for employment to the Human Capital Management department for processing. ?HRM hall maintain database of suitable candidates in order to have a ready pool from which vacancies can be filled on short notice WALTERSMITH Recruitment categories: ?Full-time/Regular: these are staffs that are expected to work during the normal business hours or overtime as required. ?Contract: these staff work normal business hours or overtime as required, but are temporary staff of the company, and may be disengage after a particular operation is completed. E. g. drilling process ? Term Staff: these staff work normal business hours or overtime as required, but the employment in the company is not more than 12 months. For instance National Youth Corps members, Interns etc. Recruitment Interviews: 1. HRM shall be responsible for initiating contact with short-listed candidates. This contact may be by regular mail, hand delivery, phone conversation, and email system or through any other means deemed appropriate and suitable. 2. All candidates will be required to produce the original copies of their certificates for sighting prior to the screen interview. Candidates who are unable to provide their certificates shall not be considered for interview. 3. Line managers will be expected to interview short-listed candidates for their departments. Other line managers may also be co-opted into the interview panel as deemed appropriate. 4. There will be three to four different levels of interview for each grade level being considered. These levels of interview include aptitude and/or psychometric test (testing personality and values), assessment centre, follow-up interview and selection interview. 5. Each interviewer will be required to document his/her comments and recommendations on the various interview documentation formats and submit to HRM department. By way of emphasis, the following particulars must be duly completed by each interviewer: Name of interviewer, candidate’s name, job position interviewed for, recommendations/comments, observations, other relevant comments and recommendation. 6. No candidate shall attend a selection interview without HCM confirming that the candidate has met the relevant minimum recruitment criteria, all previous steps have been taken and candidate has been recommended at each stage. 7. By definition, selection interviews will be the last stage of the interview process where a first (verbal) offer is made to the candidate. 8. Selection interview will be made taking cognizance of the documented interview assessment recommendations of previous interviewers. In an ideal situation, selection decisions as to the suitability or otherwise of the candidate for the job position and grade interviewed for will be based on general consensus among all line heads/interviewers. Staff Induction Induction is a very important part of the employment process in WALTERSMITH. When the employee has been selected and placed, an induction programme is structured to welcome the employee into the team and made competent to perform his job in the least time possible. In WALTERSMITH induction is the process of introducing new employees to their: superiors, work teams, objectives and standard for their job. Induction is usually at organisational, team and individual levels. Induction into the team requires an understanding of the mission and values of the work unit, functions of the unit and how the unit interacts with other units The line managers and the human resources department are responsible for the induction programme for the new employees. The complexity of the induction process will be influence by the level of the job and the new employee’s previous experience in a similar job. For new employees that are fresh graduate without experience, they are placed under a team lead or unit head of the career path of the individual for mentoring and development. Staff Development In WALTERSMITH, after the new employee has been selected, placed and inducted, they are placed on a career plan based on the feedbacks from the interview. This is very important so as to improve their technical interpersonal skills. In-house trainings are conducted at least once in a month for staff to share knowledge among their team members, for those who attended trainings outside the organisation, they are required to organise a knowledge sharing session within one week of return from the training and this is reported to the human resource unit. Trainings are also recommended based on skill gaps discovered after a performance appraisal . Coaching and mentoring plans are put in place for staff development. Performance Appraisal Performance appraisal in WALTERSMITH is a structured and planned discussion between the manager and individual employee about the person’s performance over a period under review. It is an opportunity to assess the employee’s performance during the period and it is conducted annually. Performance appraisal document is filled during the meeting, the employee is given time to read through the document prepared, comment on the document and sign on the document to indicate his agreement to its content. The document is then forward to the group head for approval. This is finally deliberated on by an Appraisal Review Committee and approved by the chairman/CEO. Promotions, commendations and recommendations for training etc are recommended during this period. The company does currently does not have a good performance management system. 4. 1. 2 Interface Relation between HRM and ICT ICT is no doubt the department that drives most operations of other departments in the organisation. Human Resource Information System (HRIS) and Enterprise Payroll Management system (EPMS) used by HRM is technically managed by ICT department and the servers resides in ICT. The HRM informs the department on employment of a new staff to the organisation and ICT is responsible for the creation of mail boxes, updating the active directory domain server and procurement of technology related tool to ease the integration of the new staff to the workforce. ICT liaise with the HRM in preparing the staff salary monthly via the enterprise payroll management system. 4. 1. 3 Recommendation for improvement of Interface relations. Problems Recommendation Poor performance management system. The criteria for reward with respect to performance are not well spelt out. Design and implement reward system for exceptional performance. This should be unit specific and reward should be tied to an agreed and measurable target. Poor grade structureNeed to improve the company grade structure in order for employee commitment and aspiration to higher grade level. Poor condition of serviceNeed to develop a better pay structure in line with what is obtainable in the oil industry. Improvement on the recruitment and selection process. Some staff that is recommended for employment is employed based on Management recommendation, not necessarily because the staff is qualified. The company recruitment policy should be strictly adhere to. 4. 2 MARKETING AND STRATEGIC MANAGEMENT. Marketing is so fundamental that you cannot consider it as a separate function. Marketing covers the whole enterprise, seen from the point of view of the final result of that enterprise that is to say from the client’s point of view. Peter Drucker, â€Å"The Practice of Management† (BSN Phase 1 Course Notes, module V, p. 337). . 2. 1 Analysis of the marketing and strategic unit. Crude sales and export unit is in charge of marketing the company product. Marketing mix This aspect looks at the accumulation of marketing instruments that a specific organisation uses in order to meet its objectives within a certain market. The core marketing mix consists of five kinds of marketing instruments: Product: A product can be defined as anythi ng we can bring to the market to satisfy a need. In WALTERSMITH from a product perspective, our goal is to make crude oil available for the benefits of mankind. We have setup and in house technical team who is in charge of oil development, exploration and production. Their responsibility is to see to it that the company produces crude that meet international standards and in accordance with the regulatory bodies. Price: For an organisation the stipulation of the correct price has become an important matter, because the price might ultimately influence whether the buyer decides to buy a certain product or not. WALTERSMITH as a crude oil producing company does not determine the price of its product. The price is determined by the market force in the international community. WALTERSMITH sells its product based on the current price in the international market as regulated by OPEC (Organisation of Petroleum Exporting Countries) Place: This aspect looks at the distribution channels for the organisation’s products. This process ensures the product reaches the consumer. In WALTERSMITH the distribution channel of the product is done by pumping the crude into shell petroleum flow station who is a strategic partner of WALTERSMITH. The crude is loaded into vessels from this flow station for export to Belarus and other nations of the world. Promotion: A good product, an attractive price and a good distribution channel are not enough if an organisation wants to be a frontline player in its line of business. The organisation must communicate with its present and future clients. For these products to be sold properly, the consumers have to be well informed. The message or information that is passed across must be clear concise to the potential clients. The message is to convince the consumer that the offer is the most attractive as well as motivate the client to carry out the desired act, which is purchasing the product. In WALTERSMITH since our product which is crude oil is exported to other nations of the world. Our promotions are majorly done through the e-business network making use of the web and communication through network conference of oil marketers and producer’s conference. Personnel: The sales and marketing personnel that must sell WALTERSMITH product and services are specially trained and well motivated. They are trained to manage relationship with the various regulatory bodies, attend curtailment meetings where allocation are being made to each company on the number of barrels of crude oil they are allowed to lift within a particular month. They are also to communicate with the respective partner e. g. shell petroleum on the means of exportation and the lodgment of money to the company bank after each crude lifting. SWOT ANALYSIS OF WALTERSMITH PETROMAN OIL LIMITED. STRENGTHWEAKNESS ?Crude oil production focus ?Good relationship with regulatory bodies ?Strong management team Strong strategic alliance with major oil producing multinationals.? Current level of capitalization limits the opportunities that can be pursued. ?Limited oil block(marginal field) ?Over dependence on oil servicing companies for operations. OPPORTUNITIESTHREAT ?High demand for crude oil globally ?Strategic alliance with local and international partners. ?Opportunity to acquire more Oil blocks.? Competition from other Oil producing companies for asset acquisition. ?Kidnapping within the oil producing areas ?Youth unrest and agitations in the oil field region. Unending demands from the communities where the company currently produce. 4. 2. 2 Analysis of interface relation with marketing and strategy unit. The relationship between ICT and Marketing/strategy unit is more of support, ICT provides the marketing unit with the infrastructure they need to get their job done. E. g. computers, Internet access, access to production management solution and blackberry phone. 4. 2. 3 Recommendations for improvement of the interface relation PROBLEMSRECOMMENDATIONS Lack of better and faster communication equipment. Provision of faster internet, e-mails that handle large attachments Slow response time to resolution of issuesQuick response to resolution of issues. Knowledge gap of marketing staff in using applicationsAdequate and continuous training of staff on using applications and software’s. 4. 3 OPERATION MANAGEMENT The Operations function of an organisation consists of all of those activities that produce what the organisation produces. It is the function that produces the value that its customers seek. It can be usefully thought of as using resources to transform input into the goods and services, which are consumed by customers. Conceptual Model of Operating System ICT INFRASTRUCTURE/PEOPLE/FINANCE TECHNICAL SERVICES GROUP OIL The operations division of WALTERSMITH consists of the following. Head of Technical Services: He supervises and coordinates all operations within the oil production field and ensure seamless running of operations with optimum service delivery to customers and also make sure that all activities align with WALTERSMITH overall strategy and objectives. Geology Unit: This unit which is being headed by the senior geologist is responsible for the following: †¢ Identifying and evaluating prospects Preparing wells correlation and volumetric calculations for prospects evaluation †¢ Evaluating core and log data to support reservoir geological studies †¢ Coordinating well plan, logging sequence and contributed in operations decisions †¢ Preparing and presenting drilling prospects to the management for approval †¢ Providing data analysis, operational support and daily repor ts during drilling †¢ Generating well proposals, well completions and evaluation reports †¢ Generating integrated reservoir studies report Facility/reservoir Unit: This unit is responsible for proper maintenance of ll company assets on the production field: well/reservoirs, gas lift compressors, pipelines, storage tanks e. t. c. Health, Safety and the Environment: This unit is charged with the responsibility of ensuring proper safety for all the following in the company. People (Staff, Visitors, Suppliers, Contractors), Processes (Finance, Administration, Human Resource), Property (Machinery, Equipment) and the surrounding Environment Production Unit: This unit is responsible for the daily production of the crude oil from the well into the storage tanks and ultimately pumping the crude into shell petroleum flow station for onward lifting for export. The operations function in WALTERSMITH contributes to increasing its competiveness through the following basic ‘Performance Objectives Speed: The Company ensures there is an agreed turn-around time for all project delivery so as to avoid operation cost overrun. Dependability: WALTERSMITH ensures our delivery services dependable by trying to meet up with the production allocation given to the company by the regulatory bodies for lifting on a monthly basis. Quality: WALTERSMITH believes in doing it right the first time. WALTERSMITH ensures proper training of all personnel handling the various machines and production process in order to produce quality product at a reduced cost. Flexibility: They say to every rule there is an exception. At WALTERSMITH we try to stay flexible, bending but not breaking the rules. Exceptions to the policy offer flexibility and have to be based on compelling business reasons. This enables the development of new contingency plans, in case there are any proposed changes to the original plan of action. 4. 3. 2 Interface Relation between Operation unit and ICT The interface relationship between ICT and operations management is more of support for business processes and information flow, to ensure efficient service delivery to our customers. ICT renders technical support on the geological, oil field management (OFM) applications, resolving all IT related issues and also ensures that the application servers and the network links are operational. The OFM application was developed by schlumberger for supporting management of oil field data. 4. 3. 3 Recommendation for improvement of the interface relations ProblemsRecommendations Poor network link between the field and head-officeICT to develop a strong wide area network between the field and head office Knowledge gap on application usage for operation staffOrganize in house training for all operation staff Lack of communication equipmentProvision of faster internet link, intranet, fast e-mail and IP-phone for better communication 4. 4 INFORMATION MANAGEMENT The importance of Information management in organisations cannot be over-emphasized. This section analyses the ICT department of WALTERSMITH, its interface relations and recommendations for improvements. . 4. 1 Analysis of the ICT Unit Information Communications Technology (ICT) is a department in Finance and Corporate services group that has the sole responsibility of driving the information technology and information systems management of the organisation using an enterprise IT infrastructure and standard applications. The department is subdivided into 3 sub-units with each having defined and standardis ed job roles. The sub-units are: Enterprise Infrastructure, Enterprise Applications and the Help Desk. Enterprise Infrastructure unit is charged with the responsibility of managing all IT infrastructures of the company inclusive of the system units, servers, networks and disaster recovery sites. ?Enterprise Applications unit manages and administers and support all enterprise applications that are used by the operation division and finance department. ?ICT Helpdesk unit receives and logs all ICT requests from users. The unit updates these issues specifying their status at all time. They represent the department’s first line of support for all ICT issues. The objectives of the Information Communication Technology Department are: to develop information capabilities in the company; to optimally use ICT to enhance staff productivity, reduce cost for the company and proportionally increase revenue; to render support services in achieving the strategic goals of the company; to continually manage and administer all enterprise applications and solutions of the company 4. 4. 2 Analysis of the Interface Relation with ICT Unit This section is supposed to analyse how the researcher‘s functional unit interact with ICT unit. The researcher’s functional unit is ICT and hence there is no need for the analysis. 5. 1 MANAGEMENT AND LEADERSHIP Leadership is about guiding, developing, and being a model for people in order for them to reach their goals. Management on the other hand is working together with others or through others, in order to realize the goals of the company/organisation (BSN Phase 1Course Notes, module I Ch 3, p. 31). After solving the exercise in BSN Phase 1Course Notes, module I Ch 3, p. 31 – 37 and analysing the result of the self test, the researcher realized his leadership styles and the area that needs improvement. This is shown in the table 2 below. Preferred StyleSupporting Support StyleCoaching Style Flexibility18 Style Effectiveness20 Table 2- Leadership Style Plan for Improvement on Delegating Style The analysis shows that the delegating style of the researcher is underdeveloped and needs improvement. The plan for the first few weeks is to correctly evaluate the level of competence and commitment of all employees that reports to the researcher and then apply the appropriate leadership style in the appropriate situations. The delegating style will be applicable to employees who have both competence and commitment for the appropriate situation. Competence means the willingness and the ability to perform a certain task. Commitment is a combination of confidence (feeling able to do the task well without much supervision) and motivation (a person’s interest and enthusiasm for doing the task well). The researcher now delegates the responsibility for taking and implementing decisions to employees with competence and commitment and in exchange the employees save him a lot of time. The researcher also plans to re-evaluate his delegating skills in another one month to see if he has improved. Plan for improvement on Directing Style The analysis shows that the directing style of the researcher is underdeveloped and needs improvement. The plan for the first few weeks is to correctly evaluate the level of competence and commitment of all employees that report to the researcher and then apply the appropriate leadership style in the appropriate situation. The directing style will be applicable to employees who lack competence but are enthusiastic and committed. The researcher will teach the employees the necessary skills needed to do the job and consistently supervise the employee until the right competence is developed. The researcher plan to re-evaluate is directing skills in another one month to see if he has improved. 5. 2 DECISION MAKING AND CREATIVITY Strategic and organisational decisions are made at the higher management levels of an organisation, whereas operational decisions are made at the lower levels. It is important to know in advance who to involve in the decision-making process. The probability of an effective decision increases when the right persons are at the right time involved in the decision-making process. The result of the exercise in BSN Phase 1 Course Notes, module II Ch 1, p. 5 – 98 on decision making is shown in the table 2 below. The researcher’s approach in decision-making is democratic. An approach is democratic when the team leader allows the group to be involved in the decision-making process, while an approach is autocratic when a team leader excludes the members from the decision-making. Approaches12345 Total Score22343 Plan for improvement on Decision making skills The researcher will need to study situation and know when to be autocratic in decision making rather than being democratic. The researcher will re-evaluate his decision making skills in another one month to see if he has improved. . 3 INTERPERSONAL SKILLS After completing the behavioral checklist on all the interpersonal skills (Listening, Setting Goals, Giving Feedback, Performance Evaluation, Delegating, Persuading, Coaching, Running Meetings, Handling Conflicts, Negotiation etc) in the BSN Phase 1 Course Notes, module III, the researcher discovered that he needs to improve on his listening skills as a manager. Plan for Improvement on Listening Skills ?The research has to ensure that questions are asked at the right moment, because this leads to further clarification. Maintaining good posture as well as making eye contact ?Always concentrate on what the speaker has to say and not interrupt the speaker or attempt to finish his sentences. ?Paraphrase what the speaker has said. ?The researcher will re-evaluate his listening skill in another one month to see if he has improved. 6. 0 BIBLIOGRAPHY Business School Netherlands. Action learning MBA: phase 1, module I-X Bodley, J. (1996) Cultural Anthropology: Tribes, States, and the Global System. Mountain View, CA: Mayfield A fascinating introductory to anthropology Cameron, K. Quinn, R. 1999) â€Å"Diagnosing and Changing Organisational Culture: Based on the Competing Values Framework† Hofstede, G. (2001). Culture’s consequences. 2nd edition. Thousand Oaks, CA: Sage The updated classic. Kaplan, R. S Norton, D. P. (2006) ? How to implement New Strategy without Disrupting Your Organisation† Harvard business review, Vol. 84, No. 3, pp 100-109. Mintzberg, H. (1983) Structure in fives: designing effective organisation. Prentice-Hall. Peters, T. J. and Waterman, R. H. (1982). In search of excellence. New York: Harper and Row. Schein, E. (1999). The corporate culture survival guide. Sa n Francisco: Jossey Bass.

The Role of the Chorus in Henry V by William Shakespeare...

The Role of the Chorus in Henry V by William Shakespeare The role of the Chorus in the Shakespeares play, Henry V, is significant. Due to the subject matter that the play deals with, it is hard to present in the way that it deserves. The Chorus helps the audience follow the play by helping them to picture things as they were through the use of imagery. It uses descriptive language in describing events that take place in the play. The Chorus also helps in making the plot of the play flow together better by filling the time lapses that occur between acts due to the fact that the event being depicted in only a few hours actually occurred over several years, leaving some gaps between events. It also explains what happens in an act†¦show more content†¦The chorus asks the audience to picture the armed forces and their horses and the battle scenes that took place when watching the play. And, that the events that happened took place over several years, and for the sake of brevity, many parts will have to be left out leaving many ga ps throughout the story, jumping from place to place, turning the accomplishment of many years into an hourglass; for the which to supply, admit me Chorus to this history (li 30-32). The Chorus will help to fill in the gaps and to explain what is going on so the audience will not get lost as the play jumps around. The Chorus ends by asking the audience to be patient as they view the play. In this instance, the Chorus function is setting the stage for the rest of the play. It doesnt reveal the plot or make any character developments. Instead, it serves as a mediator. Its function is to prepare the audience for the play that they are about to watch. In Act II, the function of the Chorus is to fill in the lapse of time that has occurred since the time when Henry made the decision to go to war against France. The audience is informed that the English have been preparing to go off to battle. All the young men of England are joining King Henrys forces. The Chorus tells of these b rave men, Now thrive the armorers, and honors thought reigns solelyShow MoreRelatedEssay on The Flawed King in Shakespeares Henry V1572 Words   |  7 PagesThe Flawed King in Shakespeares Henry V To turn Henry V into a play glorifying war or a play condemning war would be to presume Shakespeares intentions too much. He does both of these and more in his recount of the historical battle of Agincourt. Although Shakespeare devotes the play to the events leading to war, he simultaneously gives us insight into the political and private life of a king. It is this unity of two distinct areas that has turned the play into a critical no mans landRead MoreCharacteristics of William Shakespeare ´s Play Essay626 Words   |  3 PagesHenry V: Act 1 Prologue Analysis Many of Shakespeare’s plays have unique scenes such as travelling to a different city or sailing on vast oceans that is difficult to present in a play. However, imagine a battle of thousands of men that must be displayed on a 50-meter radius stage, an impossible task. Some of Shakespeare’s plays have a unique character called the Chorus that is often found in the beginning of all the acts. The chorus’ role, like a narrator, is to give a brief overview of the nextRead MoreEssay about The Irony Depicted in Shakespeares Henry V1566 Words   |  7 PagesThe Irony Depicted in Shakespeares Henry V As Norman Rabkin has observed, Henry V is a play which organizes critics into rival camps of interpretation (35). 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Various scenes in the play are constructed to illustrate King Henry V Christian character like mercy, caring for the poor and his senseRead MoreHenry’s Use of Language in Act IV, Scene 1 of William Shakespeares Henry V1298 Words   |  6 PagesIV, Scene 1 of William Shakespeares Henry V This extract comes at the lowest part of Shakespeare’s play ‘Henry V’ with the dramatist reflecting on the main character’s positions, as a King and as a human being. At this point in the plot the English army are ‘but a weak and sickly guard’ (according to Henry himself in act 3 scene 7), desolate in enemy territory with great certainty that their campaign against the French has come to an end. This causes Henry to becomeRead MoreEssay about Elizabethan Theater1308 Words   |  6 Pagesliterature and theater into what it is today. I. History of Elizabethan Theater a. forming of theater 1. medieval church 2. mystery and morality b. actors 1. rogues and thieves 2. acting guilds II. 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Both Shakespeare and Duffy manipulate the reader’s expectations, using familiar poetic forms and imagery –Read More Shakespeares Portrayal of Henry V as the Model Monarch Essay3059 Words   |  13 Pages Shakespeares Portrayal of Henry V as the Model Monarch In this essay I intend to show that Shakespeare portrays Henry as the Classic Sovereign as he is patriotic, brave, cunning, religious, natural leader in touch with the lower class of the country. I will use quotes and remarks in the play to show this and present it. I shall firstly do a summery of the play and give a basic image of what it contains, and then give a detailed analysis, which will give a more detailedRead MoreShakespeares Presentation of Henry V Essay1811 Words   |  8 PagesShakespeares Presentation of Henry V During the course of the play we are shown many different sides of Henry, the most prominent in my opinion being that he is a great leader but ruthless. 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Fraud Criminal Crime And It Is One Most Common Act Of Crime

Fraud is a special term that is used to define the act of deception in order to gain something unfairly or unlawfully (Benson, French, 2009). Fraud is considered to be a branch of civil crime and it is one most common act of crime in today’s society. The concept of fraud varies differently in different situations, and because of that, frauds can be of many types (Benson, French, 2009). In this paper, we will be analysing four different cases of fraud and assess the elements involved. When we talk about fraud, no other case could be as appropriate the case of Franke Abagnale Jr. He was a guy who became insanely famous for his acts of deception and con. His specialty was check fraud (Davey, 2017). He started by writing personal checks†¦show more content†¦Almost all the frauds would be eventually uncovered by Abagnale would shift his location right before it would happen. He was first caught in France, where a flight attendant from Air France recognized because, they previously dated. After his capture by the France police, twelve countries in which he committed fraud, sought for his extradition. He served multiple prison sentences in France, Sweden and The United States. After being deported to the US, he was sentenced to 12 years in prison for different acts of forgery. After his rerelease, he helped the FBI on multiple occasions regarding cases of fraud, impersonation, and forgery (Davey, 2017). A portrayal of Franke Abagnale’s story was displayed in the movie â€Å"Catch me if you can† starring Leonard DiCaprio. The second case we will be discussing is a case of fraud that led to the huge embarrassment of the whole public sector (Olsen, 2015). This scenario took place in a small town of Farmington, New Hampshire. It is a very small country that is situated between the seacoast and the lake region. This blue-collar New England town had a population of only 6,800. The average domestic income was $51,382. The town was famous bec ause it was the hometown of President Ulysses S. Like any other small towns in America, Farmington is fully dependent on volunteer firefighters and EMT s. But no monitoring in the governing system of the town enabled the chief of the fire department to commitShow MoreRelatedThe And White Collar Crime897 Words   |  4 Pages1. Literature Review Crimes have been occurring in our society for many years and recently the occurrence of non-violent crimes has increased dramatically. Traditional and white collar crimes have two traits in common, an objective and a modus operandi, but the major difference is that a white collar criminal has a plan and also the ability, knowledge and technology to execute it (Nevis, 2012). 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Black Lives Matter Essay Example For Students

Black Lives Matter Essay Outline1 Introduction2 Outline3 Diagnosis: Policing and Incarceration4 Black Futures5 Conclusion Introduction A young boy, Trayvon Martin  was shot by a police officer, George Zimmerman  in Florida in 2012. A year later, the officer was acquitted of this second- degree murder, and it led to an uproar among the people of color. What started as a Facebook love message to the black lives led to the birth of the viral #blacklivesmatter. It was started by three activists, Partrisse Cullors, Alicia Garza  and Opal Tometti, who demanded justice for the young boy’s killing and wanted an end to the racial inequality witnessed. The movement has gained followers from the USA and beyond, and it has grown to have a substantial impact in political and legal matters. Some of the issues that the movement needs to be addressed and eradicated are: Police brutality Social profiling Illegal killings Racial inequality Outline The black lives matter movement is a decentralized network that lacks a hierarchy. It is driven by the common goal or ending racism against people of color, more so for the black lives in America. After going viral on social media, it has attracted activities from across the globe to join in and fight for black lives. An activist on Twitter, Ziad Ahmed  was asked what he is passionate about in his application to Stanford University. He wrote #blacklivesmatter  over and over – they got the point and good thing, he was accepted. He posted a sample of the letter on social media. It is clear that this is a campaign that has strong roots and it is not going away soon. An outline of the main topics raised in the campaign includes: Bringing economic justice to people of color An African-American has a difficult time owning homes, getting decent jobs and receiving fair treatment at work just because of the complexion. This movement seeks the change this attitude and promotes equality. End war on black lives A person of color cannot walk freely in a hoodie in the streets without fear of the police going after them. In the unjust killings of a teenager from the hood, you will find that some were suspected to be armed when reaching the hand to the pocket, and got shot. Leadership for Blacks Leadership positions for activists, intellectuals and citizens from the black lives community are hard to get because of skin color. The black lives matter movement seeks to reform black activism and get deserved positions in power. In analyzing strategies to make the mission and goals of the movement succeed, several theses have been written and can be divided into the following three group. For the argumentative essay, the first one shall be the main point of interest. Diagnosis: police and incarceration Resistance: Rights to the City and Suburb Aesthetics: From Cities to Curricula Diagnosis: Policing and Incarceration The movement advocates for the fair treatment of accused persons to eliminate the treatment difference between offenders of different skin colors. The brutality witnessed when arresting innocent and felons from the society has raised eyebrows in the past, but with this movement, things are bound to change because of black lives matter. In these theses, some of the greatest activists advocate for the abolishment of mass incarceration, claiming. Their persuasive essays state that instead of spending money to make better incarceration centers and building bigger cells, the government and architects of societal law can spend it improving the neighborhoods with notorious convicts. According to research, this could work. Mass incarceration, according to Amber Wiley, extends to the community into schools where disciplinary practices set the stage for it. Others argue that the ‘stop-and-frisk; and ‘broken window policing are used, and they are not acceptable. Either way the main point to be passed across is that there are better ways to discipline an offender, and punishments do not have to be inhumane. .u07d664a10460279ebf30b816ae15421a , .u07d664a10460279ebf30b816ae15421a .postImageUrl , .u07d664a10460279ebf30b816ae15421a .centered-text-area { min-height: 80px; position: relative; } .u07d664a10460279ebf30b816ae15421a , .u07d664a10460279ebf30b816ae15421a:hover , .u07d664a10460279ebf30b816ae15421a:visited , .u07d664a10460279ebf30b816ae15421a:active { border:0!important; } .u07d664a10460279ebf30b816ae15421a .clearfix:after { content: ""; display: table; clear: both; } .u07d664a10460279ebf30b816ae15421a { 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; } .u07d664a10460279ebf30b816ae15421a:active , .u07d664a10460279ebf30b816ae15421a:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u07d664a10460279ebf30b816ae15421a .centered-text-area { width: 100%; position: relative ; } .u07d664a10460279ebf30b816ae15421a .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u07d664a10460279ebf30b816ae15421a .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u07d664a10460279ebf30b816ae15421a .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; } .u07d664a10460279ebf30b816ae15421a:hover .ctaButton { background-color: #34495E!important; } .u07d664a10460279ebf30b816ae15421a .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u07d664a10460279ebf30b816ae15421a .u07d664a10460279ebf30b816ae15421a-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u07d664a10460279ebf30b816ae15421a:after { content: ""; display: block; clear: both; } READ: Cultural Diversity in the Workplace EssayBlack Futures Black future is part black lives matter, focused on unveiling the future of African-Americans. Its primary concern is what will the future generations have to experience, and is there anything that can be to make their lives better? If you start by teaching young ones the importance of not judging people by their color, it shall have an impact. There should be an introduction of more history, designs, theories, and cultures in the curriculum taught in schools about blacks. This way, both white and African-American students get to appreciate diversity and understand that everybody fought their battle then. What would the forefathers of the blacks generation say if they saw what goes on? They fought for freedom and freed themselves from titles like ‘nigga’ that were given to them to mock them, only for the generation after to have to explain why they have skin color, experience systemic dehumanization and biased policing in their home country. In recognition of the importance of black futures, the month of February has been named the black futures month. This will not replace the initial Black History Month marked in February, but rather, conjoin it. In this month, blacks in college and out there express themselves through art, with the best pieces being displayed on social media. People also get to raise funds geared towards making their campaigns a success. On a personal level, you can do the following to contribute to the success of black futures and see to the conclusion of racism: Enlighten your peers on the importance of black lives Teach children, both black and white, that black lives matter and all lives matter. Write informative pieces and share them online; there is power in pen, and the internet never forgets. The future will find it there. Help in funding this movement. Conclusion The black lives matter is a movement that went viral from fighting an eroded criminal justice system. Five years later, it is a strong force both in legal and political issues. Many racists have lost their jobs thanks to the campaign. Hopefully, the black lives in the generations to come will to have to fight this same battle.