Sunday, May 24, 2020

Groundwater Pollution and Drinking Water Scarcity Essay

By means of water, we give life to everything. – Koran, 21:30 Drinking water is our most precious resource, something every human being needs to survive. Yet today over 1.2 billion people a day on average do not have access to drinking water. Even if they might have this access, the chances are good that the drinking water is polluted with many contaminants. In the future, we will probably find that clean drinking water will go to the highest bidder, and even more people will find themselves without easy access to drinking water. Pollution of the worlds water resources began to take a scary turn as industrialization took hold on the European continent. We can see similar effects of what happened in the past if we look†¦show more content†¦We also see pollution in different forms, such as water release from nuclear reactors and factories. Though the water is sometimes purified before leaving, the temperature of the water is sometimes significantly different from that of which it is being returned to. The difference in temperature does cause the death of aquatic life, and can sometimes effect plant life. One of the most visible effects of water pollution occurred with the Exxon Valdez oil tanker spill, which launched over 11 million gallons of oil onto Alaskas coast. (see table below for more stats on oil pollution). The spill was a major one, but just one, as shown below, there are over 37 million gallons of oil sent into oceans every year! It is apparent that the protections and regulations use d are failing. A concern for the future lies in the fact that water pollution does not usually remain in the country where it was produced. In light of this, it is necessary for the world to work together in order to maintain and upgrade water quality. However, with the descrepancies in economic wealth, it is possible that wars may be fought over water rights. At present, one of the hurdles between the Israeli and Palestinian people is that of water rights. Water pollution will remain as long as present systems are, which we rely on for living our lives. It will be necessary to modify water use,Show MoreRelatedGroundwater Pollution and Drinking Water Scarcity Essay example1111 Words   |  5 Pagesprovide clean water for every man, woman and child on the Earth. What has been lacking is the collective will to accomplish this. This is the commitment we need to make to the world. Jean-Michel Cousteau The Issue: Recently, the issue of drinking water quality has become a matter of great importance. 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Wednesday, May 13, 2020

Assessing the Marks and Spencers retail chain - Free Essay Example

Sample details Pages: 11 Words: 3332 Downloads: 10 Date added: 2017/06/26 Category Fashion Essay Type Case study Did you like this example? Marks and Spencer is a British retail chain with over 800 stores in around 30 countries (600 in the UK). Food and clothing retail play a large part in the Marks and Spencer corporate strategy. The Marks Spencer business model has had to adapt to change and consumer trends over the years to maintain the companys position as one of the largest retailers in the world. Don’t waste time! Our writers will create an original "Assessing the Marks and Spencers retail chain" essay for you Create order Marks and Spencer (MS) is a heritage of the British retail and has been present for nearly 130 years. Throughout the years, several individuals have led the organisation and distinct patterns of leadership style can be observed. The impact of leadership style at MS will be compared to the organisations performance and critically evaluated against published leadership models. Covey, S.R. (1990) Historical leadership (1880-1990) (Mathieu) Until the middle of the 20th century, the customers and employees were divided in two classes: middle class and working class separating people who had money and the working class who hadnt. Additionally, women during this period seemed to have predominantly a reproducing role and did not have direct political power. Gender and classes have shaped the evolution of MS dominated by strong powerful males from its early days [Rippin A. (2005)]. The leadership of MS has been and still is dominated by men. Michael Marks founder of MS had the tra its of an entrepreneur. As the leadership was passed on through the family, increased competition within the heirs led to emergence of stronger characters. Michaels son, Simon Marks and later Simons brother in law Israel Sieff changed the leadership style towards a stronger dictatorial influence. Both Marks and Sieff families had been victims of violence especially during the war and controversially established an organisation with systematic symbolic violence and bullying [Rippin A. (2005)]. MS managed to blur the gaps between the social classes, at least on the fashion aspect by the type of clothes provided by the company. Working class women could at last afford and wear elegant and aspiring clothing deemed to a superior class. Derek Raynor took over in 1983 which was a major transition from a family business to a plc. In 1988, Sir Richard Greenbury concentrated on the operational and financial of the organisation. In the following year however, MS failed to transform signi ficantly and became reactive [Stockport G.J. (2000)]. As the environment became more dynamic, customers expectation changed, competition became fiercer but MS failed to keep up and adapt to the market. The family business became victim of their past success and lacking of a person with exceptional calibre to lead change through its professional debut. 2.0 Leadership transition Changes outside and inside MS In 1997 MS made over 1 Billion pounds of profit and accounted for over 16% of UKs clothing market. The company was then valued at 19 Billion pounds. (1997 Annual Report). 1998-1999 marked the start of an under performing period and share price plummeted by 40% [Cape Times Business Report (1999)]. As competitors such as Zara and Next took market share from the top end of the market while the same time value offerings were attacked by the supermarkets who were increasingly entering the same market. Peter Salisbury became CEO in 1999 and started to question the MS ways of working. He placed an emphasis on empowerment by reducing the number of hierarchical layer from eight to seven, and promoting a sense of ownership and decision-making in local stores [Stockport G.J. (2000)]. 2.1 Is there something missing Greenburys position came under threat as others in the ranks attempted to usurp him. For a short period, Salisbury was promoted to the post of Chief executive. However his tenure was short lived and after replacing much of the senior management team he left. On January 2000 the MS board appointed a new chairman from outside the business, Luc Vandevelde. Vandevelde was a Belgian accountant with a wealth of experience in managing food brands Covey, S.R. (1990) As Van der Erve points out, Vandevelde is a transformational leader. From the word go, he makes significant changes. Initially laying off over 4000 employees and Selling the European arm of MS [Van der Erve (2004)] and undertook a sale and leaseback of many of MSs properties. He also experiments with a new convenience store format in London. Vandevelde was a fairly aloof leader. In View (2005) quotes Vandevelde as advocating healthy selfishness. This means defining boundaries such as working hours and putting personal needs first while being willing to defend others. His emphasis was on being able to step back and develop thinking spaces. Vandevelde did appea r to reverse MSs fortunes and profits rose from a low of 146 Million in 2001 to 781 Million in 2004. Many critics have claimed that Vandevelde became increasingly detached from MS during his tenure. In addition to his role at MS he was also on the board of Carrefour and is a non-executive director of the mobile phone giant Vodafone, and Change Capital Partners [Independent (2004)]. In 2004 Cool hand Luc announced that he was stepping down. One member of the MS board was quoted as saying He read the boards mood precisely. We were fed up with how little time he was spending here, so we were close to asking him to leave. [Independent (2004)]. In June 2004, Phillip green saw the power vacuum, and made a bid for the company of 9.1 Billion. In what became characterised as a battle, newly appointed Chief Executive Stuart Rose, the recently also appointed Chief Executive, eventually defeated Green. After a good deal of campaigning Rose managed to persuade shareholders not to take u p Green on his bid. But as Stuart Rose had been with MS for over 33 years and had a passion for the business, he turned down Greens bid. Looking Rosy (Rose 2004 now) According to Covey, S.R. (1990) In 2004 performance was poor, with customers defecting to competitors. Investors were uneasy and showing signs of losing confidence. There was a lack of clarity about what the brand really stands for, even though it had a high profile and evoked strong opinions. Increasingly, key competitors were showing signs of becoming much more focused and effective. Marks Spencers Board was not particularly aligned., Its leadership team does not encompass the right mix of skills, knowledge and experience to enable the company to regain its long-held position as a market leader. This was the scenario which Stuart Rose stepped into, when he became CEO of UK retail giant, Marks Spencer, in May 2004. Rose was determined to: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢make fundamental changes ÃÆ'à ‚ ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢change from a bureaucratic old fashioned organisation into a modern dynamic force ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢implement the missing Shared Values to complete the transformational leadership model Stuart Roses new leadership model led to improved performance highlighting number of key features: He was very deliberate in managing key stakeholder groups to buy time to create confidence in his ability to lead out of its difficulties. This was especially important in dealing with the takeover bid and creating reassurance for investors that an independent MS under his leadership would create better returns. He inspired confidence that he could create value. In rejecting the offer from Philip Green of  £4 per share, he persuaded shareholders that the MS share price would rise far beyond that point. Today, it is trading in excess of  £6. He was clear and decisive about the leadership team he needed. This included taking some tough decisions about the make-up of that team, making it smaller and more clearly accountable, but also paying attention to signals about leadership culture. Covey, S.R. (1990) The plush headquarters at Barker Street, with all its hierarchical culture were swept away. At the same time as slimming down the top team, he simplified the management structure to make decision making faster, more accountable and transparent. Rose himself was regularly seen on the shop floor close to employees and customers and he expected his team to do likewise He immediately engaged with employees at all levels. A major side effect of the loss of confidence in MS was low employee morale. This had a direct effect on the way in which they interacted with customers stories of poor service from apathetic employees abounded. Coleman, J. (1990 Rose focused on re-building employee pride and commitment. But he was also ruthless in removing some long-term employee perks which had grown to beco me rights. He introduced more professional, performance based contracts for staff which were designed to reinforce and reward behaviours which support organisational performance. He took a personal interest in the product ranges and critical buying function of the organisation. MS long believed that buying was a generic skill, that a buyer of cabbages could equally well buy ladies fashions. But with buyers being rotated around different areas of the business, the result was that some key areas, notably clothing, lacked of coherence from season to season. Coleman, J. (1990 At the same time, he embarked on a major revamp of stores, supply chain management and advertising. The results were striking. But above all, the success of these changes are founded on confidence and belief in Stuart Rose as a leader. 4.2. 2.2 Roses style changes to autocratic For a number of years after stepping in, Sir Stuart was lauded by investors and retail experts alike. He was cre dited with refocusing and re-energising the business, giving it cachet among younger, more fashion savvy customers and making it more profitable. But these bouquets have turned to brickbats over the last year or so. First, Sir Stuart faced accusations in March 2008 that he was becoming too powerful after he surprisingly agreed to combine the role of chairman with his existing position of chief executive. Blackmore, J. (1999) Some argued that Sir Stuart garnered too much power and turned into an autocrat. But Sir Stuart has played up the necessity of decisive leadership at the time in which conditions on the High Street were deteriorating rapidly. [reference] On the other hand, others have cast aside doubts over claims that Sir Stuarts style has become too autocratic and place their faith in a man seen as one of the UKs most successful retailers. They will remember the trouble that MS was in when he arrived from Arcadia in 2004, losing market share to hipper and cheaper riva ls and struggling to argue a case for remaining independent. Bevan, J. (2002) His turnaround strategy proved highly successful and under his leadership, MS won back its reputation for offering value for money while a strong commitment to ethical values and an environmentally-friendly approach also had a beneficial effect 2.3 Gargantuesque ego in Roses Style Some investors felt that Sir Stuart garnered too much power, recognizing himself above the others or having Gargantuesque ego. Gargantuesque ego, popularly conceived as an over-inflated sense of self-importance, is a major stumbling block to effective leadership. Initially, Sir Stuart was brought in to lead Marks and Spencers to fill a CEO role, a position that provides significant decision-making power in all areas of the business. Sir Stuart had some strong ideas and asked vital questions about measurement, accountability and processes that come from his perspective and experience. However, his emphasis on getting resu lts, no matter what ran counter to the existing culture where people and relationships weighed in equally. Bevan, J. (2002) 2.4 Review of employees contracts Recently in 2008, a worker at MS who blew the whistle on the high street giants plans to slash redundancy terms for more than 60,000 staff was suspended and faced a disciplinary hearing. Adorno, T.W. (1950 MS plans to cut redundancy pay by up to 25 per cent as part of proposals triggered a fierce backlash among staff, which feared a widespread round of job cuts. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢A memo showed that a typical 49-year-old employee with 30 years of service would see their possible pay-off fall from  £35,000 to  £26,000. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢Those aged over 41 would get three weeks pay per year worked instead of the current 3.75, while staff aged between 22 and 40 would receive two weeks instead of 2.5. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢The Business Involvement Group also war ned the MS board that the proposed changes had caused an unprecedented level of concern and anger with staff asking Why do people at the bottom get the sack on the cheap while the top bosses get large payouts even when they leave having messed up? Initially, when Sir Stuart Rose took the reigns, one of his main objectives was to have employee-focused goals for motivation and improved performance. This objective proved successful initially however recently, the shift of strategy with the announcement of the review of employee contracts caused unprecedented anger with some questioning around the autocratic leadership style practiced by Sir Stuart Rose. 2.5 Performance indicator (Christopher) Although the literature Davies, B. and Ellison, L. (1999) on the link between causal effect relationships of leadership on performance is fragmented and inconclusive, there is still a strong suggestion that different leadership styles influence organisational performance. Financial per formance of the company in this period shows a steady improvement of performance for MS year after year. The turnover increased from around 8.1 billion pounds in 2002 to around 9.1 billion pounds in 2008. The profit margin jumped from 4.13 per cent to 12.51 per cent in the same period (Figure 2). The share price, which indicates the confidence that external stakeholders have in the performance of MS, has recently plummeted after having done so well for a few years. From the time that Rose Stuart took over as CEO, the share price managed to reach a peak of  £7.42 (Table 3 and Figure 5, appendix). Table 2 also indicates a series of improvements under Stuart Rose of gross margin, return on shareholders funds, capital employed and return on total assets. These indicators show that the company was being run efficiently and effectively. This can be attributed to the leadership. 3.0 Temporal leadership model According to Davies, B. and Ellison, L. (1999) the different leadership styles observed in the history of MS have shown some impact on performance but cannot be exclusively the only influencing factor. The iteration of ledership adaptation with a changing environment and the speed of adaptation have increase over the last decades. Figure 1 shows the impact of the leadership style on performance over time depending. One can observed that changes in MS leadership style go through transition periods but one type a specific type of leadership doesnt have a direct correlation on performance neither in the short or long term. Van der Erve [Van der Erve M. (2004)] has drawn a model based on the leadership requirement depending on the organisation growth curve and economic development dividing the different categories in temporal comfort zones. Van der Erve argues that the model can help in selecting the right type of leader with desired skills and behaviour for the development of an organ isation. According to the temporal model, the early leaders (Marks) were Transformers, creative and innovator and quickly evolved into Builders, nurturing product niche. The organisation managed to further grow by expanding internationally. The drop in performance seems to have happened at a time where the leadership should have evolved in to the confronters zone, questioning the established culture and open up the organisation. The focus was targeted towards operational performance rather than challenging a long running family embedded culture and failed to establish a vision. Autocratic leadership was also accepted, at least not rejected in the last century due to the power of social classes in an instable period of World Wars was dictatorial political figures ruled by example. Davies, B. and Ellison, L. (1999) 3.1 Transformational leadership. While transactional leadership implies a steady state transformational leadership (Leithwood and Jantzi, 1990) is a more dynami c concept. The three key components of the concept are 1) the stimulation and development of a collaborative culture 2) contribution to the continuous professional development of teachers, and 3) expansion of the problem-solving capacity of the school. Transformational leadership provides the vision and inspiration that is intended to energise all members of the school community. It is about transforming organisations and creating new cultures in which collaboration is valued, systematic enquiry is assumed to be the proper basis of professional judgement and in which there are high levels of reflection and discussion of professional practice. It sets expectations high and assumes a strong sense of shared responsibility for attaining educational goals. Dimmock and Walker set this in a multi-cultural context: This type of leadership style seemed present in Marks and Spencer. 3.2 Transactional leadership. Transactions among people imply measured give and take. Services are render ed and rewarded when they meet approval. The concept is attributed to McGregor Burns (1978). He sees the transactional leader as setting the goals for the organisation and letting people know what needs to be done to achieve those goals. Faith is placed in systems, structures and data which will assist in reaching those goals. This is akin to exchange theory, a quasi market model of everything being weighed in terms of individual profit and loss in an economy where there is stability of value and currency. People know where they are, what they owe and what they are due. Leaders and followers are in fixed and recognisable complementary roles. It is a steady state founded on stability and efficiency in meeting short term goals. Transactional leadership does not appear to have any positive advocates but rather seems to be proposed as a foil to transformational leadership. Nonetheless, Leithwood (1992) warns against dichotomising the two concepts and argues that transactional leadership may be a stage on the way to transformational leadership. Davies, B. and Ellison, L. (1999) This style is present all the time as it offers the operational management to peform its role of carrying out transactions within the organisation. 4.0 Other models 4.1 Professional leadership. It is difficult to conceive of school leadership which is not professional, but it has been invested with a distinctive meaning by Sergiovanni and others. Sergiovanni argues that authority may be derived from different sources but one of the most compelling of these is the authority which comes from transparent professional knowledge and expertise. He or she must espouse professional values and possess appropriate professional knowledge and judgement. 5.0 Conclusion s been a trend in the last few years to move away from notions of management to rebrand movements, projects and organisations under the leadership banner. Management training becomes leadership development and senior management teams are being reincarnated as leadership teams. This is to create a distance between leadership and management, the latter seen as a more limited concept and too closely associated with managerialism, a somewhat discredited approach based on rational, scientific principles. Critics, such as Gerald Grace, for example, argue that much of this is smoke and mirrors, not so much a substantive change as a change of rhetoric. Others have made theoretical distinctions between the concepts, between focus on systems (management) and focus on people (leadership), between administration and innovation, short term planning and long term vision, accepting or challenging the status quo. Bennis and Nanus (1985) distinctions between doing things right (management) and doin g the right thing (leadership) has assumed an almost folkloric status. These categorical separations are, however, contentious. Some take the view that management is necessarily subsumed as an aspect of leadership while others argue that in practice, as well as in theory, there are people who lead and others who manage, and that many successful teams are combined of people who bring complementary roles and skills to their collaborative work. Ultimately, discussion of what is management and what is leadership is of less importance than what both are for. What is being led and managed? What lies at the heart of leadership? As a Leadership for Learning Network our position speaks for itself. Leadership in a school context, we contend, must first and foremost be concerned with the how, why and what of learning. The who refers, naturally, to children but is conditional on a milieu in which those who teach, those who lead, and those who manage are themselves exemplary learners.

Wednesday, May 6, 2020

Do People Learn Who They Are Only When They Are Forced Free Essays

Abraham Lincoln, one of the greatest leaders in American history who has votes himself entirely into the great reformation of the country, was not as dutiful as in his presidency before he become the leader Of United States. During his early political career, his opinion on controversy of slavery had always been neutral in front of public. Nevertheless, he showed his firmness and fortitude on reforming the social structure of the country after he had won his election. We will write a custom essay sample on Do People Learn Who They Are Only When They Are Forced or any similar topic only for you Order Now The difference between early and late politic career of Abraham Lincoln perfectly demonstrate that people need external force to achieve a new level in their career. Another person who depicts brand new self after tremendous life change would be Kimberly Ghana, the Chinese girl from â€Å"Girl in Translation†. In the book, the girl and her family have immigrated to the great united States. The cruel reality she was living in made her become strong and brave when facing others who bully and disdain her. Despite all the pressure, she managed to study hard and gained scholarship in new private school. The headmaster admired her resilience and talents. Eventually, the saying â€Å"chance favors only the prepared mind† has proven on Kimberly. Her outstanding academic impressed Yale University. How to cite Do People Learn Who They Are Only When They Are Forced, Essays

Monday, May 4, 2020

Role of Merger and Acquisition

Question: Write an essay on Role of Merger and Acquisition in Singapore. Answer: Introduction The purpose of this essay paper is to excavate the biggest marketing news of 2015 in Singapore. According to the market research, it has been determined that the merger and acquisition has become one of the most significant ways to improve the condition of the company (PwC, 2016). In the competitive world of business, there are many multinational companies doing same business, merger or acquisition helps the company to reduce the number of competitors and increase the service quality. In the budget of Singapore 2010, mergers and acquisitions (MA) schemes are introduced to enhance the service quality, customer loyalty in Singapore so the organizations can able to increase the capability of the business through these two processes. The mergers and acquisitions schemes are re-introduced in 2015 and 2016 again. Main Body of Analysis: Role of Merger and Acquisition in Singapore: The value of Merger and Acquisition has doubled in 2015, from the most trusted channel of Asia, it can be understood that mergers and Acquisitions help Singapore to jump up to US$101.2 from US$50.7 billion. In a span of just 1 year, the value has doubled. It is one of the successful merging so far in the world of economy (Garg, 2013). Before going deep into the study, it is necessary to understand the role of Merger and Acquisition in the growth of the organization. Besides acquisition, mergers can be taken place in various forms such as purchasing of assets, exchange of share with assets, purchase common share and exchange share for shares (https://www.accaglobal.com, 2016). There is Merger Efficiency theory, which is depicting the role of Mergers and Acquisitions. With the help of these theories, Merger and Acquisitions can be understood. There are several theories on this like Differential Efficiency Theory Inefficient Management Theory Synergy (Channel News Asia, 2016) Pure Diversification Strategic realignment for Changing Environment and Undervaluation Among the several other theories, two leading theories are Disciplinary and Synergistic Merger Motives. Strage, (2010) stated that Disciplinary mergers theory is suggesting that MA target such managers of firms, whose motif is clearly driven by the objectives not by the profit maximization (Strage, 2010). From the market research, What-when-how.com, (2016) depicted that mergers in Singapore are introduced by some specific objectives like here managers do not only focus on profit maximization but also concentrate on the profit maximization. On the other hand, Ahmad (2015) opined that Synergistic Merger Theory is opposite, in which firm mangers are trying to achieve the performance by combining the business with target. From the above chart, the significant MA can be extracted. Impact of the takeover on the market of Singapore This takeover has significant impact on the growth of the entire nation. The positive impacts of the merger and acquisition of the companies on the shareholder are going to be depicted. Quality: Service quality of Singapore airline industry can be improved through this successful takeover. Acquisition helps to improve the service qualities well as the productivity of the organization (Reed and Lajoux, 2011). With the successful takeover, the organization can able to improve the performance of the organization. Even the governing body of Singapore is showing interest in this acquisition process. Cost: At the time of acquisition, parent company or Giant Company has to pay a sum of money and later this takeover helps to reduce the cost of the company related to service (PwC, 2016). Due to the amalgamation, the company can reduce the operational cost of the company and later this cost can be implemented in the welfare of the tourism industry. With the help of the takeover, the management of the organization can able to provide better quality service to end users in low price (McManus and Hergert, 2012). Customers: Service users are the prime stakeholder of every organization. Companies should judge the purchasing behaviour of the customers and demand of the customers. Based on the two factors, customers service can be allocated to the customers. This takeover enables the customers to avail better service in low price (Iras.gov.sg, 2016). Often it is seen that the customers are complaining about the short hauls but now with the integration of short haul situation can be resolved. They are going to get best service from that giant company. Competitors: Competitors are another significant aspect of every company. This acquisition facilitates the customers of the organization to avail better service without spending much. It is a posing threat for other airline industry of same and different countries (Scribd, 2016). The airline industry is full of competitors but due to this acquisition, at least one competitor is eliminated. Acquisition may allow the other competitors to coordinate with the price increases. Negative Impacts of this takeover Apart from the positive factors, this takeover comes with several negative aspects also. Shift of power can be the major problem in future (Maji, 2013). Small companies can able to take own decision but still the power shifts from one hand to another and this can affect the organizational structure. Organizational structure and culture can also be affected due to this. The company, which has merged needs to bring significant changes in culture and structure of the organization; otherwise, it is impossible for the organization to sustain their position (Singapore Business Review, 2016). Employees are the key stakeholder of the company and takeover can affect their performance. This increase the tendency of switching companies, management should provide them training to retain them in the organization. Shareholder is the major issue of the company, due to takeover, often it is seen that shareholder looses all their faith on the company (PwC, 2016). At the time, merging powerful companies have taken over less powerful companies so the employees or shareholder may believe that the financial position of the less powerful company is not well enough so they try to search new companies (Bessembinder and Zhang, 2014). On the other hand, acquisition may have negative impact on the service level. Acquisition can be quite confusing in terms of lost relationship with the existing valued customers, transmission of sales positions and commission rate (Garg, 2013). Recommendation From the analysis of the paper, it can be determined that the merging and acquisition has significant impact on the growth of the market as it helps to increase the growth of entire industry. Along with that the entire shareholder are benefitted due to this decision. If it judged from the marketing aspect, it has been seen that it is the best decision in the Singapore so far. This takeover helps to improve the economy of the country. Conclusion From the above discussion, it can be concluded that Mergers and Acquisitions are the major profit for every company as well as for nation. With the successful takeover of the small companies by large companies has significant impact on the growth of the Singapore Business. With this successful growth, the governing body of Singapore can able to increase their GDP (Ahmad, 2015). To run the business operations smoothly, it is necessary for the management of the organization to track the resources and activities of the organization and then apply the strategies in the organizational process (https://www.accaglobal.com, 2016). The scope of the marketing is depending on the size and large company is always at the profitable position in terms of Mergers and Acquisitions, so the marketing manger should take the decisions effectively. References Ahmad, A. (2015). Corporate Governance in Banks Undergoing Merger and Acquisition. SSRN Electronic Journal. Bessembinder, H. and Zhang, F. (2014). Overreaction to Merger and Acquisition Announcements. SSRN Electronic Journal. Channel NewsAsia. (2016). MA deals in Singapore almost double in 2015. [online] Available at: https://www.channelnewsasia.com/news/business/m-a-deals-in-singapore/2335556.html [Accessed 6 Jun. 2016]. Garg, S. (2013). Merger and acquisition ppt. [online] Slideshare.net. Available at: https://www.slideshare.net/SwatiGarg2/merger-and-acquisition-ppt [Accessed 6 Jun. 2016]. https://www.accaglobal.com, A. (2016). Mergers and acquisitions in Singapore | ACCA Global. [online] Accaglobal.com. Available at: https://www.accaglobal.com/in/en/member/accounting-business/insights/ma-singapore.html [Accessed 6 Jun. 2016]. Iras.gov.sg. (2016). Mergers and Acquisitions Allowance - IRAS. [online] Available at: https://www.iras.gov.sg/irashome/Businesses/Companies/Working-out-Corporate-Income-Taxes/Claiming-Allowances/Mergers-and-Acquisitions-Allowance/ [Accessed 6 Jun. 2016]. Maji, M. (2013). Merger and Acquisition in Information Technology Sector. SSRN Electronic Journal. McManus, M. and Hergert, M. (2012). Surviving merger and acquisition. Glenview, Ill.: Scott, Foresman. PwC. (2016). Encouraging innovation and internationalisation. [online] Available at: https://www.pwc.com/sg/en/singapore-budget-2015/bc01-03.html [Accessed 6 Jun. 2016]. PwC. (2016). Mergers and Acquisitions. [online] Available at: https://www.pwc.com/sg/en/deals/mergers-acquisitions.html [Accessed 6 Jun. 2016]. Reed, S. and Lajoux, A. (2011). The art of M A. New York: McGraw-Hill. Scribd. (2016). Theories of Mergers. [online] Available at: https://www.scribd.com/doc/22679793/Theories-of-Mergers [Accessed 6 Jun. 2016]. Singapore Business Review. (2016). Year in review: Here are the ten biggest mergers and acquisitions in Singapore for 2014. [online] Available at: https://sbr.com.sg/commercial-property/in-focus/year-in-review-here-are-ten-biggest-mergers-and-acquisitions-in-singapo [Accessed 6 Jun. 2016]. Strage, M. (2010). Acquisition and merger negotiating strategy. New York: Presidents Pub. House. What-when-how.com. (2016). MERGER AND ACQUISITION: DEFINITIONS, MOTIVES, AND MARKET RESPONSES (Finance). [online] Available at: https://what-when-how.com/finance/merger-and-acquisition-definitions-motives-and-market-responses-finance/ [Accessed 6 Jun. 2016].

Monday, March 30, 2020

Heart of Darkness Apocalypse Now Comparison Research Paper Example

Heart of Darkness Apocalypse Now Comparison Paper Joseph Conrads Heart of Darkness, written in 1902, deals with themes relating to the self-discovery of ones self and the hypocrisy of European imperialism in the late 19th century. Francis Ford Coppolas film, Apocalypse Now, successfully transferred the themes discussed in Heart of Darkness to a 20th century format-the Vietnam War. By doing so Coppola changed the way individuals looked at the novel written by Conrad. It leads them to realize the truth behind the darkness that blinded them from reality. The movie made individuals such as you and me look at the novel and closely examine the hypocrisy and colonization behind it. So Apocalypse Now captures this atmosphere, and in the meantime allows Hearts of Darkness to show us the torment required to bring forth such a vision of inhumanity. Marlows journey throughout the Congo can be divided into three sections: the outer station, central station, and the inner station. These three regions each have increasing levels of isolation and darkness. In Apocalypse Now the same three sections were used, however they were changed slightly to suit the Vietnam setting. The outer station was represented by Lieutenant Colonel Kilgores camp, central station was represented by the Du Lung Bridge, and Kurtzs compound in Cambodia, represents the inner station. In Conrads novel , the first of these stations was known as the Outer Station and was located near the beach. This was the point in the novel were Marlow met the accountant. The accountant in Conrads novel compares somewhat to the character in Apocalypse Now named Kilgore. You could say that they both dressed in the same manner because they were always dressed so nicely. But before Marlow got to the station he witnessed a French man-o-war firing into the desolate continent. This in a way compares to the way that Kilgore took over the beach by destroying all of its inhabitants. Although they are similar in some ways, they did have very different reasons for doing this. The French ship was firing because they supposedly saw some natives trying to attack their ship. Kilgore took the beach and killed most of its inhabitants just so he and his men could have a good time by going surfing. Although they seem different, they are still so similar because they are destroying human lives just for their entertainment. We will write a custom essay sample on Heart of Darkness Apocalypse Now Comparison specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Heart of Darkness Apocalypse Now Comparison specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Heart of Darkness Apocalypse Now Comparison specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In the movie between the first and second stations Coppola added something that make it a little more interesting and show us what they are like as they slowly drift further into the darkness and chaos. I am referring to when their patrolboat stopped a boat that contained Vietnamese civilians and supplies. Because a girl made a move towards a basket the soldiers panicked and started to fire wildly, killing everybody onboard. The girl was however only wounded, but Willard coldly executed her. This scene shows us that they were all starting to lose their humanity and turn into some sort of savages. It was like they were all being engulfed by the darkness, one at a time. The next stop in their journey is the Du Lung Bridge, the last military stronghold on the river. This last military outpost somewhat relates to the place in Conrads novel known as the Central Station. This was the place in the novel where Marlow first met the man known as the brickmaker. The brickmaker, as he is known, seems to be some sort of spy for the manager to see what kind of person Marlow is. In the end he mistakes Marlow for being a very important and influential person in Europe. The only similarity between this and Apocalypse Now happened when Willard was looking for the man in charge at the bridge. Because all of the soldiers thought he was an important person, they thought Willard was the leader. The next thing that happened in both the novel and the book was the death of some of their men in ambushes along the way to Kurtzs station. In the novel, the helmsmen died because he was hit with a spear. In the movie, the helmsmen, Chief Phillips is killed by a spear also, but there is also a death of another one of their comrades-Clean. He died in a surprise attack by the Vietcong. These are the points in both the novel and the movie where the characters Marlow and Willard start to lose it. Because Marlow refuses to recognize the black helmsmans humanity, he becomes even more savage. He also believes that the mission is lost. Willard also starts to lose hope in his mission to terminate Kurtz. After these tragic deaths, they finally come upon Kurtzs station where the harlequin is waiting for them. In the novel the harlequin is portrayed as a comical Russian in colorful clothing. In the movie he is portrayed as an American Photo Journalist. They both seem to think that Kurtz is some sort of god and is a man of great intelligence and intellectual thinking. Although after closely examining the area Marlow finds a bunch of heads on posts. Marlow was not very shocked at the sight. He took this as an indication that Kurtz lacked restraint in the gratification of his lusts. Marlow assumed that Kurtz was hollow inside and needed something to fill that. The Russian was irked by Marlows attitude of distrust towards Kurtz. What I find most fascinating is Marlows idea of Kurtz being hollow. This would relate to the poem that Kurtz was reading when Willard was his prisoner-T.S. Eliots Hollow Men. After meeting the harlequin is where the two plot lines start to differ drastically. In the novel, they find Kurtz in the station and bring the sickly looking man back onto the steamer. But during the night Kurtz escapes and plans to attack the people on the steamboat. In the movie Willard is taken prisoner by Kurtz because he knew that Willard was sent here to kill him. While Willard was with Kurtz he learned that you must make a friend of horror and that its judgement that defeats us. But in both the novel and the movie, Marlow and Willard come to their senses and realize the great task remaining before them. They both eventually do kill Kurtz and put and end to his tyranny (although in the novel his death was a little more prolonged). Finally, on his deathbed Kurtz says one of his most famous lines in both the novel and the movie, The horror! The horror! It seems that Kurtz desired power and hated anyone who got in his way. It is also possible that he said this because he was angry that he did not get to finish what he was doing. There was also a similarity in something what Kurtz had once written in the novel, and what Willard had found when he was going through some of Kurtzs documents. These two statements were Exterminate all the brutes (novel) and Drop the bomb, kill them all. (movie) These two sentences are written differently but have the same exact meaning. Here the two Kurtzes sum up what their goal was. It also shows us what was going on in his head, and leads us to wonder whether we are or arent like him. Lastly, is that the endings in the novel and movie are a little different. In the movie Willard just sails away in his PT boat with Lance, but in the novel, Marlow returns home with the packet of papers Kurtz had given him. Here he eventually gives most of the documents away to people like Kurtzs relatives and reporters. But in the end, when Marlow is talking to Kurtzs wife, he does something quite astounding. He lies to her saying that her name was the last words hed spoken. He did this so she would not have to find out about Kurtzs true black heart. He wanted to keep her in her own little world of reality where she was safe from all evil. If she would have found out, it would have led her and many other Europeans to question their own civilization. The novel then ends with Marlow saying that weve been carried out to the darkness but now its coming back with the tide. The movie, Apocalypse Now, dramatically changed the way we look at Heart of Darkness. Because it is expressed visually and in simpler words it is easier to understand the novel and draw conclusions about what is in it. It also made us more aware of the parallels between the Vietnam War and the European colonization of various parts of the world. It helped to lift the veils that were preventing us from seeing the truth behind each topic. It is like what Marlow was talking about at the end of the novel. The fact that governments may be able to hide the truth for a while, but it will eventually come back to haunt them.

Saturday, March 7, 2020

Misused Words Ironic and Literally - Proofread My Paper

Misused Words Ironic and Literally - Proofread My Paper Misused Words: Ironic and Literally We try not to be too pedantic here at Proofreading Towers. After all, language changes over time, and there’s not much we can do to stop that. But there are some words whose widespread misuse makes us feel a bit sad, such as â€Å"ironic† and â€Å"literally.† Ironic (Against Expectations) In everyday language, â€Å"ironic† is often used to mean â€Å"coincidental† or â€Å"unfortunate.† The most famous example of this comes from the Alanis Morissette song, which lists a range of things that fit this definition of â€Å"ironic,† such as: It’s like rain on your wedding day. The problem is that a rainy wedding day is not technically ironic. The actual definition of â€Å"ironic† is â€Å"opposed to what you’d expect.† Consequently, rain on your wedding day would only be ironic if weddings were notoriously dry. Unfortunate, but not ironic.(Photo: Tom Godber/flickr) The word â€Å"irony† does have other meanings, mostly related to drama and literature. But all of these rely on the same basic idea of something happening against expectations. As such, finding your lost keys just as you’ve had replacements made is not â€Å"ironic,† no matter how annoying it might be. It’s just an unfortunate coincidence. Literally (In Actual Fact) Misuse of â€Å"literally† is possibly even more common than misuse of ironic. It’s also more problematic, as people often use â€Å"literally† to emphasize a metaphor: When Alanis finds out, she’ll literally explode with anger. We wouldn’t usually take this to mean that someone is about to actually explode. It’s just a way of figuratively stressing how angry they’d be. The repressed rage is plain to see.(Photo: Justin Higuchi/wikimedia) However, the original meaning of â€Å"literally† is â€Å"exactly† or â€Å"actually the case.† As such, using â€Å"literally† to emphasize something that isn’t actually true is the exact opposite of this! We’re then left in a situation where one common use of â€Å"literally† is opposed to its â€Å"literal† use. Now that is ironic (in the literal sense of the word)! Does Any of This Really Matter? Yes, we know that using these terms wrongly doesn’t hurt anyone. And so we try not to worry about it too much. But if, like us, you prefer to avoid mistakes in your written work, it makes sense to use these words correctly.

Thursday, February 20, 2020

Target Marketing for Agrium Inc Essay Example | Topics and Well Written Essays - 250 words - 19

Target Marketing for Agrium Inc - Essay Example Agrium has approximately 500 retail units in South America and the United States of America and they operate under the brand names of Crop Production Services, West Farm Services and Agroservicios Pampeanos SA (Agrium, 2012). The retail units deal directly with farmers in selling its agricultural nutrients and specialty fertilizers. Its affiliate, the Crop Production Services has the vision to be a leader in the production of agricultural inputs in all segments of its market and in doing this; it has embarked on a policy to retain talented employees in its services so as to provide high-quality services to its customers. The organization seeks to build its brand name by assisting college students to achieve higher education by paying their fees.  Through its wholesale unit, the company provides nitrogen and phosphate fertilizers to retailers who in turn sell these products to farmers. The wholesale unit, in achieving its targets, treats its customers as partners in the business and it does this through honesty and integrity in dealing with them. The company has a distribution network of over 100 supplied by thirteen production unit and these results into the timely supply of the products to their customers. The company has initiated technological devices such as Ag Tracker and loading hours to enable customers to access critical product information and operating hours of various plants of the organization.  The advanced technological unit produces specialty fertilizers and focuses on environmental sustainability (Agrium, 2012). This unit targets consumers, agricultural and horticulture market and organizations engaging in sports such as golf, due to the profession turf. In achieving its objective, the company markets and sells its products through distributors in the United States of America and Canada.