Argument essay on achievement gap Example | Topics and Well Written Essays - 750 words

Argument on achievement gap - Essay Example The issue needs to be resolved because despite of many efforts, an analysis of the different states in 2011 revealed that there were still five states in America where this achievement gap had increased since 2003. This analysis explained that an effective policy for overcoming this issue is needed in the country (Johnson 11; Lynch). The achievement gap is a matter of concern as it affects a large number of American students and this issue needs to be addressed with strong and effective strategies for the improvement of the educational system of the country. The achievement gap has been observed not only in primary and secondary schools but it has also been seen in children during their kindergarten years. A further analysis of achievement gap in minority groups has revealed that this gap is known to exist in schools even if the economic status of the all the students is the same. This means that each cause of an achievement gap is independent and it is not essential that students co ming from good economic backgrounds would be saved from this issue (Williams 26,27). According to an analysis done by the National Assessment of Educational Progress in 2007, it was seen that white students were better achievers in reading and math tests which were conducted in the fourth and eighth grade (Lynch). Thus, these surveys and reports indicate that the achievement gap is a grave issue and needs a thorough assessment. This is because considering the statistics of the immigrants in the country; it can be judged that this gap would rise if it is not tackled. This can be assessed as statistics reveal that from the year 2000 till the year 2050, the number of whites would reduce in the United States to 49 percent from 68 percent and the Latinos would form 40 percent of the America population. In a similar trend, the African Americans would rise by 1 percent whereas the Asian population would surge by four percent (Haller). The optimal way to overcome this achievement gap in the country is the formulation of effective instructions and interventions for the students. The achievement gap reduction can be achieved by providing improvement at three levels. These include classroom interventions, targeted interventions and intensive interventions. The most important of these is the classroom intervention where eighty percent of the students of the class learn. The students should be encouraged to learn and study and should be motivated to avoid failing in class. With this, the other interventions should also run side by side for students who are in need of them. For example targeted interventions should be carried out for approximately fifteen percent of the students who have failed to achieve good grades due to their socioeconomic status or due to having difficulties in learning English and reading. Intensive interventions should be saved for students who are not motivated despite of classroom and targeted interventions and do not seem to be interested towards the improvement of their education. These students should be handled individually by a team of instructors and psychologists. This three level process is the most optimal way to overcome the achievement gap in the country (Johnson 12,13). The program focusing upon interventions has not been practiced in the United Sta

The criminal mind Essay Example | Topics and Well Written Essays - 2000 words

The criminal mind - Essay Example Three features distinguish crime science from criminology: it embraces the physical, computer and engineering sciences as well as the social; it focuses on crime rather than criminals, and it is single-minded about cutting crime, rather than studying it for its own sake. Crime science was conceived by the British broadcaster Nick Ross in the late 1990s in order to recruit scientific methods to crime prevention, with encouragement from the then Commissioner of the Metropolitan Police, Sir John Stevens and Professor Ken Pease. Situations have not been entirely ignored in criminology. Birkbeck3 and LaFree (1993) and Sampson and Lauritsen (1994) have reviewed various situational approaches to crime, deviance, and violence, including the work of symbolic integrationists, opportunity and routine activity theorists, and those who advocate the study of criminal events. Most empirical research on situations, however, has involved the event as the unit of analysis, with no link to individual histories or individual patterns of behavior. To study the behavior situation relations advocated by Mischel and Shoda (1995)4, we would need to study the same individuals across multiple situations or contexts. To proceed with such an approach, we must define situations. From the various situational perspectives on crime there has not as yet emerged a consensus as to how situations should be conceptualized. Let us turn back to the summer camp study (Shoda et al., 1994) for a possible model. In that study the researchers observed behavior occurring within different levels, which they referred to as ecological settings, nominal situations, and interpersonal situations. Table 1 provides examples of these different levels. The ecological settings represented are camp, school, and home. Within each ecological setting are nominal situations, which they describe as â€Å"dictated by the structure of the particular ecology (the setting)† (Shoda et al., 1994: 675). Thus, at

Greek tragedies Essay Example for Free

Greek tragedies Essay Explore how Arthur Miller develops the character of Eddie Carbone in three key episodes in A View from the Bridge Arthur Miller worked on the Brooklyn docks amongst many longshoremen and dockers such as Eddie Carbone. Working on the docks was a significant time in Arthur Millers life because thats where he met Italian American immigrants which inspired him to write A View from the Bridge. Arthur Miller creates Eddie Carbones character like a Modern Greek Tragic hero because when the play starts the audience respects and admires his character. He is loving to his wife and protective of his niece. But as the play continues you start to see the real Eddie Carbone unfold. The audiences first impression of Eddie Carbone is a very honourable person who has pride in his niece. He is quite concerned about her sexuality, for example he says to her your walkin wavy and heads are turning like windmills. He is concerned because he wants to protect Catherine and feels that she is sexually vulnerable. Eddie also demonstrates concern for his wife. He says that she has too big a heart. The audience would be quite impressed with his sense of responsibility. Moreover Eddie seems very keen to help the fellow Italians on their arrival. He insists that they behave very discreetly for example when he is describing to Catherine and Beatrice the dangers of holding illegal immigrants he says You dont know nothing! They got stool pigeons all over this neighbourhood. By saying this, the audience would probably think he is very loyal. However, Eddie can be seen to reveal a frailty in his character very early on. He clearly shows some paranoia and over-protectiveness for his niece. You can tell this when he complains to her why didnt you ask me before you got a job. Eddie is asking for too much control over Catherine. Like a tragic hero, he is honourable but there is something unsettling about his character. Also his reaction after Catherine lights his cigar could interpret this over-protectiveness he shows for her could in fact be a disturbing feature in his character. We can see character and weaknesses unfolding at the end of Act One. Eddie Carbones character at the end of Act One becomes more open about his hatred for Rodolpho. He demonstrates his lack of control over his emotions, also starts to act sarcastically and mockingly for example, he says I know lemons are green for Christs sake. Arguing with Rodolpho and resenting his comments shows his desire to provoke conflict. He also mocks Rodolpho about his femininity. He announces to everyone if I could sing, I wouldnt be on the water front, I would be in a dress store. He is trying to make Catherine think twice about Rodolphos sexuality. In doing so, he is also asserting his own masculinity in an attempt to warn off others and impress Catherine. In this scene Eddie is beginning to feel quite powerless in his own house since Marco and Rodolphos arrival. He has lost control over Catherine, which considering his obsessive protectiveness he cannot bear. The last scene of Act One Miller also establishes a very dramatic atmosphere. Because of Eddies increasingly frenzied personality it makes the other characters wary of him, for example he keeps on repeating himself which could be a sign of madness his psychological breakdown. It unsettles and alarms the other characters. We have a constant sense that he is volatile and unpredictable. Furthermore, when Marco raises the chair like a weapon above his head Miller symbolises Eddies loss of power and control. It is clear that another man has entered his house and beaten him at his own game. At the start of Act Two you can clearly see how Miller has chosen to develop Eddies flaws. He portrays Eddies hatred for Rodolpho as he says to Catherine that she cannot leave the apartment with that indicating Rodolpho. Referring to Rodolpho as that implies that he thinks he is superior to Rodolpho just because hes an illegal Immigrant. Furthermore, the use of the word that suggests he is only a detestable object. Eddie also says watch your step submarine. By rights they oughta throw you back in the water. This is a direct threat towards Rodolpho that he might inform the Immigration Bureau of his illegal entry into the country. It is also an assertion of his power over Rodolpho. Eddies attempts to humiliate Rodolpho fail thoroughly when he kisses him. Eddie pins his arms laughing and suddenly kisses him. Eddie thinks by emasculating Rodolpho, Catherine can see what Eddie is seeing, but all shes can see is that Eddie has lost control of himself under the influence of alcohol and pitiful repressed feelings. His actions in this scene suggest he is far from the respectable individual he was at the start. Moreover, he becomes quite pathetic in the eyes of the audience. However we interpretate the kiss, whether he is demonstrating repressed homosexuality, insecure masculinity or just immaturity and drunkenness, the audience think less of him. Moreover, the other characters must be really shocked by Eddies ghastly behaviour. He sits, still panting for breath, and they watch him helplessly. This suggests that they are confused and worried by his outburst. At this moment in time the sympathy from the audience for Eddie would have been washed away since the start of the play. Now the audience would be more sympathetic for Catherine because it looks as if shes being imprisoned and controlled. You can tell this when she says to Rodolpho suppose I wanted to live in Italy. She is trying to get as far as possible from Eddie. The stage direction as she strives to free herself is symbol of her of her imprisonment. The start of Act One is also the first time the audience realise that Eddies obsession for Catherine is actually sexual. You can tell this when Eddie comes home drunk he sees Catherine come out of the bedroom adjusting her skirt and then Rodolpho walks out behind her. As soon as Eddie realises what they were doing he slightly jerks his arms, it shows what he now understands is unbearable to him. In conclusion, Arthur Miller could have developed Eddies character for a didactic purpose. Most Greek tragedies have a didactic purpose to show the audience to never reveal our deepest desires and to maintain our composure. You can tell that Eddie could be a didactic figure because in Alfieris last speech he states most of the time now we settle for half. He could be saying that Eddie was asking for too much from Catherine, but Alfieri could mean that we shouldnt ask for too much when we cant be satisfied so we should just settle for half. However, in Greek tragedies the tragic hero commits an offence and is supposed to learn from his mistake but still suffers from it, therefore moral order is restored. In the last scene this was very strongly portrayed, as it was his own knife, in his own hands that was plunged into his chest. This shows that all the things he done wrong was of his own doing.

Large classes Essay Example for Free

Large classes Essay When students are in large classes it is very hard for the teacher to give every student individual attention. What can educational authorities do about this? It is quite obvious that when the students are in very large numbers in a class, the teacher can’t pay individual attention. I think as far as students are attentive in the class, teachers attention to individual hardly matters. Not all students in a class need personal attention, because they are smart and grasp the lessons quickly by themselves. However some of the students who are a little weak can surely get personal attention of the teachers. Nevertheless for the teacher to be able to monitor progress of all students of a class, it is necessary that proper student teacher ratio is adhered to. Student-Teacher ratio refers to the number of teachers in a school or university with respect to the number of students who attend the school or university. For example, a student teacher ratio of 10:1 means that there are 10 students for every one teacher available. The term can also be reversed to be teacher-student ratio. If one classroom has a 30:1 ratio and the other has a 10:1 ratio, the school could claim to have a 20:1 ratio overall. But if the ratio is 50:1, the school needs to hire more teachers. In a way 40:1 is the ideal ratio where all students can get proper attention of the teacher. Summarizing, this is the responsibility of the educational authorities to inspect schools and universities periodically to ensure a right student-teacher ratio and in the event of this ratio changing due to greater number of students, educational authorities must strictly advice schools to hire more teachers and maintain appropriate student – teacher ratio. This shall help all students get better attention of the teachers if not individual attention.

The Sale Of Burmah Castrol To Bp Amoco Commerce Essay

The Sale Of Burmah Castrol To Bp Amoco Commerce Essay This case study focuses on the detailed analysis of business environment, resources of the organisation, organisational structure and corporate parenting of sale of Burmah Castrol to BP Amoco case. This case study identifies different methodology of why Burmah Castrol sells its plants to BP Amoco. The Burmah Oil Company was founded in 1886 by Scottish entrepreneurs interested in exploiting newly found oil deposits in Burma. Burmah held a major shareholding in BP right through until the early 1970s. Indeed, after a long period operating effectively as an inter- mediate holding company for BP shares, the management of Burmah in the 1960s used the value of the shares as collateral to embark on an ambitious plan to turn Burmah into both a fully integrated oil company and a substantial conglomerate group. This analysis will contain a layout which will examine Burmah Castrol performance and their ultimate consequences through a step by step approach. An introduction has been given on Burmah Castrol sale to BP Amoco, a detailed analysis on performance gap such as goals and objectives, leadership, culture, organisational structure, corporate parenting, business environment of the company. Under each structural reform there in an explanation on what lead Burmah to sell it plants to BP Amoco, what are the characteristics of each structure and what lead to its failure. After the critical analysis of structure I will be mentioning the critical issue at Sony. In order to justify my argument I will be using strategic management models and theories such as, 5 forces model, GAP analysis, 7S matrix, SWOT analysis, PEST analysis, corporate parenting, value chain analysis and finally triple loop learning method. A separate segment of this report will target on answering the question is Castrol a growing company, and recommendation that have to be considered by them. After concluding the analysis I will deliver my recommendation for BP and it will be followed by a suggestion suggested for BP Amoco to buy Burmah Castrol. Finally an action plan is developed for what has to be done by the companies where I have concentrated on three main aspects, namely, marketing, structural reforms and cost effectiveness of the company. Critical issues The Burmah Oil Company is a Scottish entrepreneur company founded in 1886 with interested in exploiting newly found oil deposits in Burma. On establishing success was followed by a milestone investment in an exploration concession across a substantial area of Iran acquired from the Shah. Indeed, after a long period operating effectively as an inter- mediate holding company for BP shares, the management of Burmah in the 1960s used the value of the shares as collateral to embark on an ambitious plan to turn Burmah into both a fully integrated oil company and a substantial conglomerate group. The management ay Castrol are with skills in spotting both good managers and sound investment opportunities: the combination would enable all the Groups businesses to prosper and grow. There was sufficient similarity in terms of key factors for success between Castrol and the Chemicals businesses to enable senior management to add value across the portfolio. At late 80s there was an uncertainty, about where the Group was headed over the medium to long run. This has led them to search for moves that might provide such balance. The opportunity arose from Foseco after taking over its management; due to its depressed share price. There were also other issues to sort out in the Chemicals businesses where some were underperforming: work needed to be done to improve their overall operating efficiency. That was a task that was successfully set about and delivered: signi ¬Ã‚ cantly improved ratios were achieved through cost cutting and effective focus. In mid 1990s Burmah Castrol consisted of Castrol, blending and marketing lubricants; and Chemicals with a residual Fuels retailing business effectively the final relic of the past which was in the process of being sold off. The strategic review identi ¬Ã‚ ed an underlying theme of industrial marketing and quality service as the core competences of the successful chemicals businesses. ( Appendix 1) Castrols 75 per cent of its total profit came from passenger car engine oil business, faced the prospect of more efficient engines requiring longer and longer gaps between oil changes; and therefore of potential long-term volume decline. It has many strengths and weakness with is explained in appendix 2. In 1996, they had a difficult in North America after a run of consistently good volume and pro ¬Ã‚ t growth; and simultaneously we started to develop worries about long-run developments in the passenger car engine oil business in Europe. A problem was that some of the areas of business were suffering because of the dominant culture of the passenger car engine oil business. Castrol share price reached  £10 in the early 1990s and hadnt really moved from that level. It moved to  £13 at one point and down to  £7 at another, but these were the extremes of a dull range. Having split out the industrial business from the passenger car engine oil business, it further highlighted, for example, that there might be more similarities between the industrial lubricants business and the foundry chemicals business than there were between. Castrol its brand and marketing culture would represent a great prize to a number of the major oil companies because of economies of scale and the broader coverage of the lubricants market that it would provide. At a point they had some lack of belief internally, lack of belief externally and a possibly time-limited opportunity as a result of oil industry consolidation. In addition, one of their non-executives argued consistently at board meetings that there was indeed a time-limited opportunity to release value to shareholders. Therefore the critical issue is that Castrol should build up a model which is compatible with environmental changes in the shorter and the long run. Critical evaluation In strategic analysis it is important for Castrol to identify the current environment which the oil industry operates. In mid 1990s Burmah Castrol consisted of Castrol, blending and marketing lubricants; and Chemicals with a residual Fuels retailing business effectively the final relic of the past which was in the process of being sold off. The rapid fall in the sales revenue and the profitability of the Castrol due to poor management and severe competitions the management of the Castrol have been planning to restructure its business. They had a major drawback in management as they had some lack of belief internally, lack of belief externally and a possibly time-limited opportunity as a result of oil industry consolidation. Castrol must plan to face the rivalry and threat from other competitors such as BP which is one of the main competitors to Toyota. The bargaining power of the buyers can be reduced if the supplies of Castrol product are low. So Castrol should have strategy to maintain demand since it was the time of recession. The bargaining power of suppliers can be adjusted by having competitive buying from different suppliers of good needed for oil industries. (Refer appendix 3) During the financial year 1995-1999 the Castrol Corporation spent a massive amount to maintain its position in this competitive market spending more than 1000 million euro on restructuring of its strategy. However in 1999 the profit has decline largely comparing to previous year due to high interest payment and long term creditors to the company. The Castrol is facing many political, economical issues and mostly threats from American and Dubai oil industry with create a major uncertainly of Castrol survival in the market. Castrol environment has been analgised using PEST (Refer appendix 4). Castrol is in an uncertainty position to maintain price stability by differentiation of its own from others. Being close to the customers has also allowed them to segment the market effectively. Castrol adopted an organisational structure that was significantly different from a traditional approach to reflect the new business environment in the mid 1997s. Unlike the structure of many modern structure oil companies they have adapted to their traditional approach because of it convenience. The Tim Steven at the companys level holds a position as the CEO of Board of Directors, and the manager was in charge of all other functions at Castrol. All functional heads at Castrol also hold the position of party secretary at that function. These, to a great degree, facilitate the coordination between the CEO and management at Castrol, particularly at the functional level. (Refer appendix 5) Competitor analysis The oil industry is boiling over with changes. Deregulation, new opportunities in foreign fields and markets and environmental challenges are rushing together head-on to shape the energy and utilities business of the future. Castrol is facing threats from many foreign competitors producing vehicle oil. And whilst they have been very successful in developing world position, particularly in Asia Paci ¬Ã‚ c, that was unlikely to offer sufficient to offset the difficulties that might be going to encounter over a  ¬Ã‚ ve-year run absent of action in the bigger developed markets in Europe and North America. This had let to re-think what may happen to their passenger engine oil business and how competitor may take advantage over this situation. Further the Castrol group must increase its quality control procedure to avoid competitors defects in the production stage to avoid losses and meet competition effectively. Managing change The alternative which management developed, in considerable detail, involved is breaking the Group up. This acknowledged market skepticism about the coherence of the portfolio. Although the need for radical restructuring was accepted, an issue which management did not fully resolve at this point in the process concerned how the slicing should be carried out. The restructuring would not give the expected results unless the employees are satisfied with the changes. So Castrol should take measures to create confidence in the minds of the employee with regarding to changes. The employee participation in changes will make them success. In other word it should reduce resistance and increase cooperation within organisation. The management should increase two way communications from the top to bottom level of the hierarchy in order to implement the strategic changes successfully. Value chain analysis (Appendix6), balance score card (Appendix7) and cultural webs (Appendix8) are given in the Appendixes, which could be integrated in to Castrol organisation system to yield better results. Financial performance of Castrol The financial performance at Castrol during 1999 was very poor; either a lost or just break-even. This was attributed to several factors: high financial costs, low -margin product lines, poor sales, high interest rates and high procurement costs. (Gerry, n.d) Conclusion The case study evaluated by this report concentrates on different restructuring strategy and structure processors under taken by Castrol during the period of 1995-1999. In this analysis I have taken each structure one by one and commented on factors which led Castrol to do each restructuring process, characteristics of each structure and elements which led each structure to its failure. I have the identified the critical issue that are faced by Castrol as the lack of focus into future in making organizational structures for the corporation. In order to evaluate this case from a strategic management perspective I have used different models such as 5 forces model, 7S matrix, SWOT analysis, PEST analysis and Cultural web. Introduction has been given to each model applied and how it can be related to Castrol Company. Future Castrol is also looking towards further development of the engine oil business, possibly restructuring its strategy or by joint venture to survive in the competitor edge. Therefore I concluded that the success of most of the businesses was based on competences to do with high levels of service rooted in localized knowledge of how their product applications could meet customer need. Success was not so much based on the technical aspect of product as on industrial marketing and service on a local basis. An important exception to this pattern was that part of the passenger car lubricants business which involved sale of product through retail channels. After critically examining the company I will be giving my recommendation for Castrol and a proposed action plan for the required period. Recommendation The success of these businesses was much more to do with understanding customer needs than the production of oil. Therefore moving into much greater focus on devolution of responsibility to the market-facing business units is recommended. And Castrol was using the old approach which was not going to enable them to continue to grow the business at the previous rate of strategic plan. So its recommended for Castrol to develop a new strategy for their business in order to compete in this environmental market. They should also look at the other business such as the industrial lubricants business, the marine lubricants business and the commercial lubricants business which can be the key factor to survive in the market. Since their internal structure for managing the global Castrol lubricants business was no longer appropriate they have to re-structure the organisational structure if they want to optimize their position in each of the four markets. To reach that to optimize performance over the whole business, and to achieve economies of scale, they have to move away from a geographic structure to one focusing on each of the four areas of Castrol as global businesses in their own right. The old structure had been immensely successful. It had enabled a very strong ethic of customer focus and a strong esprit de corps. So its recommended to fellow as overall it benefiting the company. As an executive team they have to explore what opportunities there were for us to play a part in the process of consolidation. It concluded that the success of most of the businesses was based on competences to do with high levels of service rooted in localized knowledge of how their product applications could meet customer need. Similar to the earlier exercise on the Chemicals businesses, the conclusion was that success was not so much based on the technical aspect of product as on industrial marketing and service on a local basis. An important exception to this pattern was that part of the passenger car lubricants business which involved sale of product through retail channels. Justification Castrol is well recognized engine oil manufacture in the world have established in worldwide counties. Since there was a management deficiencies, the performance of the Castrol have reduced. Therefore practicing traditional approach as it helps the Castrol it is recommended to above so in case of problem in future the company can adopt old strategy to sustain its position in the market. As recommended above, moving into much greater focus on devolution of responsibility to the market-facing business units as the success of these businesses was much more to do with understanding customer needs than the production of oil. And Castrol was using the old approach which was not going to enable them to continue to grow the business at the previous rate of strategic plan. So it has been recommended for Castrol to develop a new strategy for their business in order to compete in this environmental market. By having tight relationship with customer can help Castrol to perform effective and efficiently by segment its product according to the need of the customers. And also having a well defined marketing strategy would increase the market share and the revenue of the company. Thus Castrol should make a long range plan to satisfy the needs of the two segments through increased product plan, research and development. References Hubbard, G. Rice, J. Beamish, P. (2005). Strategic management thinking analysis action. (3rd ed) .Pearson education Australia Johnson, Gerry (n.d). The sale of Burmah Castrol to BP Amoco.Exploring Corporate Strategy Kotelnikov, Vadim (Shared Values).[ n.d] retrived January 18, 2010 from http://www.1000ventures.com/business_guide/crosscuttings/shared_values.html. Plunkett (Business Information) [December 01, 2008]. retrived on January 22, 2010 from http://www.alacrastore.com/storecontent/Plunkett_Research-Energy_Industry_Market_Research_and_Competitive_Analysis_2009_from_Plunkett_Research-2082-13. Viljoen, J. Dann, S. (2003). Strategic management (4th ed.). Frenchs Forest, New South Wales: Pearson Education Pty Ltd. Appendixes APPENDIX 1 MC KINSEYS 7SMATRIX http://www.vectorstudy.com/management_theories/img/mckinsey_7s.jpg Strategy The strategy of the Castrol Corporation was to continue to develop as a very successful global business with an increasingly powerful brand, motivate functional managers to take part in corporate decisions making in order to improve performance and to meet competition efficiently. It is through this vision the whole organization should perform and it takes the leading role in getting other elements of the 7S matrix to follow in order to achieve those targets. Structure The structure of Castrol company had been a geographically based model, with four regional directors, the line managers responsible for over 50 country managers who ran their country businesses, very successfully hitherto, like individual freedoms. Traditional flat structure, where there were two way communications between the top management and the functional management. However by restructuring each department was converted into autonomous cellular structure where the C.E.O of each company was responsible for his own company. Systems Systems can be regarded as day today ongoing processors of the any company, thus these can vary from Human Resource procedures, accounting procedures, production lines, documentation etc. Castrol should try their best to make their systems more effective through innovations and management layouts. Style Castrol company had a straight span of management with most of the decision was made at the top level of management since it was vested with CEO of that company. This represented a autocratic style of leadership but under the restructuring Castrol can change its decision making style which was previously was under CEO and staffs can be encourage to make decision in critical situations. Staff Organizations are made up of humans and its the people who make the real difference to the success of the organization in the increasingly dynamic knowledge-based environments. The importance of human resources has thus got the central position in the strategy of the organization. This involves the methods how businesses develop employees to shape up value to improve performance. The two way feedback introduced after the restructured programmes improved the communication between the top management and the subordinate staff. Shared Values Shared values are what engender trust and link an organization together. Shared values are also the identity by which an organization is known throughout its business areas. These values must be stated as both corporate objectives and individual values.   (Vadim Kotelnikov, nd) All the employees of the Castrol should be encouraged to take the in the strategic implementation process. Skills Skills of staff member are not sufficient for Castrol since they had lack of trust internally with hindered the company performance. But after that restructuring and reconsidering strategy the company can improve its performance since present year profit have declined comparing to previous year profit.. This can be solved by training and educational programmes for the staff paradigm of operation, recruitments of young, dynamic, innovative technical staff to infuse organisational culture. Appendix 2 SWOT Analysis Strengths The Burmah Oil Company was founded in 1886 by Scottish entrepreneurs. Operates petrochemical businesses worldwide through the network of its subsidiaries and retail brands The passenger car engine oil business, which represented 75 per cent of total profits faced the prospect of more efficient engines oil suppliersCastrol strong brand loyalty for oil Very successful developing world position, particularly in Asia Paci ¬Ã‚ c. Weaknesses Castrol had some lack of belief internally, lack of belief externally and a possibly time-limited opportunity as a result of oil industry consolidation. Some of the areas of business were suffering because of the dominant culture of the passenger car engine oil business. Reduce in share price of Castrol Opportunities The strategic review identi ¬Ã‚ ed an underlying theme of industrial marketing and quality service as the core competences of the successful chemicals businesses. Extension of strategic oil and gas acquisitions in North Sea area; Launch of more flexible price policy to compete main rivals.   Threats Environmentally unsound policies due to oil and toxic spills; Possibilities for rendering the Chemicals portfolio as a whole more substantial and therefore more able to sit comfortably alongside Castrol Ceasing operations in a number of potential locations   with their further re-branding (Conoco); Sale of corporate-owned stations; Share price was sliced down to  £7 which was the extremes of a dull range. Since the passenger car engine oil business, which represented 75 per cent of total pro ¬Ã‚ ts, faced the prospect of more efficient engines requiring longer and longer gaps between oil changes; and therefore of potential long-term volume decline. Further lawsuits considering the companys ecological activities. Appendix 3 Industrial Environment analysis of Castrol by using Porters Five Forces model The strongest competitive force or forces determine the profitability of an industry and become the most important to strategy formulation (Porter .M,2008). Analysis by Porters five forces can be said that threat of new entrants is low due to huge capital and cutting-edge technology. Suppliers are weak because they are spread all over the world and cannot easily forward integrate. Buyers are weak due to low demand for non-consumer goods and high switching costs; moreover, buyers are not able to backward integrate. Substitutes are moderately strong due to different and less-expensive transportation facilities. On the other hand, intensity of rivalry is strong because of major players are dominant in the market by nearly same technology and manufacturing processes, suppliers relationship and distribution systems. Treat from New entrance Bargaining Power of Buyers Bargaining Power of Suppliers Revelry among Competitors Treat from Substitutes Threat of New Entrants- The expansion of foreign competitors began to decrease the market of car companies. As the world is experiencing economic downturn there is a great opportunity for the low cost customers to enter into the market. The conference of customers towards the brand is the only barrier to entry the market. Power of Suppliers A lot of suppliers depend on a certain oil companies to buy a majority of their products. If Castrol decided to change suppliers it could be the end of the suppliers business. Consequently, suppliers have little power.  Castrol should have a tightly bound network of suppliers, and partly to hedge against the loss of key suppliers. Threat from substitutes- There are oil companies such as BP, Shell, reliance etc which are the major competitor in the oil business market. Switching cost, change in buyers preferences and qualities of supply all create threat to Castrol Company. Power of buyers Castrol bargaining power of buyers, is quiet weak for Castrol and the entire automobile industry with a large number of alternative suppliers, hence, the aggressive pricing strategy. The five forces analysis gives an improved understanding of the degree of competition within the business environment. The analysis shows that the automotive industry is highly competitive, with buyers possessing and exerting a very powerful influence to the large number of substitute brands available to them. Appendix 4 PEST Analysis POLITICAL World energy markets are becoming more volatile due to the threat of geopolitical instability. Greater climate destabilisations from CO2 emissions are leading governments to encourage more sustainable forms of energy. World energy markets are becoming more volatile due to the growing oil requirements of a buoyant Chinese economy, creating tension between nations   Ã‚  ECONOMIC Economy is underpinned by its energy Energy markets will see demand increasing by almost 60 percent, with fossil fuels meeting most of this, and nuclear and renewable energy markets having limited relative contribution Alternative energy sources as a percentage of total energy supply are increasing and are expected to continue to do so. SOCIAL Kyoto Agreement, signed in 1992, has led to carbon funds (World Bank,) and emission trading in Europe and around the world, which is becoming a legal requirement. Peoples worldview is starting to change to a concern over the sustainability of the future, although this is not expected to change dramatically to justify widespread changes to energy use for some time.   TECHNOLOGY The International Energy Agency states that alternative energy markets will be underpinned by technological breakthroughs. Research shows technology is the key to competitiveness in the alternative energy industry; whilst alternative energy technologies are underpinned by 48 critical success factors across technological, commercial, socio-political and organisational categories. Appendix 5 Organisational structure Castrol adopted an organisational structure that was significantly different from a traditional approach to reflect the new business environment in the mid 1997s. Unlike the structure of many modern structure oil companies they have adapted to their tradional approach because of it convenience. The Tim Steven at the companys level holds a position as the CEO of Board of Directors, and the manager was in charge of all other functions at Castrol. All functional heads at Castrol also hold the position of party secretary at that function. These, to a great degree, facilitate the coordination between the CEO and management at Castrol, particularly at the functional level. The organisational structure that created for Castrol is shown in this figure, CEO Vice President (Production) Vice President (Technology) Vice President (Equipment) oil making oil rolling Production office Technology Automation Quality inspection Equipment Maintenance Planning Accounting Materials Supply Personnel Chairman Board of directors 50 country managers Line manager Regional director Regional director sident Regional director Regional director Appendix 6 Value Chain analysis Firm Infrastructure (Administration, Salaries and Wages, Assets of BMW, After sale services) Technology Development (New models, Development of new technological programs) Human Resource Management ( Recruitment and selection of qualified engineers and general managers, continuous training and development/ supervision) Procurement (Increase output of new models such as mini and Road rover) Inbound Logistic Getting contact with new supplier for back up and production of new models to attract different groups of customers Operation Carrying out activities such as acquiring technology and employing skill workers Outbound Logistic consumer loyalty created by quality Marketing and Sales Marketing is done by providing a Effective branding and establishes emotional contacts to the customers of Toyota Appendix 7 Balance score card of Castrol FINANCIAL PERFORMANCE How should we appear to our shareholders? Vision and strategy LEARNING AND GROWTH PERPECTIVE: To achieve our vision how should we sustain our ability to challenge improve? CUSTOMER FOCUS: How should we appear to our customers? OPERATINGPERFORMANCE: What business processes must we excel at? The balanced scorecard is a performance measurement and management tool which is gaining in popularity and which is particularly useful for the implementation and assessment of strategy. The balanced scorecard is a comprehensive framework that translates an organizations vision into a coherent set of strategic initiatives and performance measures. Financial perspective Burmah Castrol is in fact very much more than one homogenous business and indeed the Castrol Lubes business extends across a number of segments, each quite different in nature. Each business group is run independently from the others in Burmah Castrol and we have a strong tradition of local operating unit autonomy. Indeed, it is fair to say that we never operate as a centralized business and the size of our operating units runs right across the spectrum from the very small to the very large, as this chart of annual turnover illustrates. It have got 109 units, with an annual turnover of less than  £5m and then move down the scale; 26 less than  £10m; 20 at less than  £15m; etc. And then go right up the scale and there is what we would see as mega units: 1 at  £100m; 1 in the  £200m range; and 2 in the  £300m range. Customer perspective Castrol Consumer is world leader in the supply of car and motorcycle lubricants and services, marketing to workshops and retail chains, auto accessory stores and petrol stations. Principal products are engine oils, e.g. GTX, transmission  ¬Ã¢â‚¬Å¡uids and brake  ¬Ã¢â‚¬Å¡uids. To establish in todays market its vital for every company to establish a strong relationship between customer and the company. Complete customer satisfaction is what is needed to achieve this relationship. Castrol should build a strong relationship that reflects their values as individuals and members of the society. And they always try to build relationships with customers based on mutual trust and loyalty. Internal business process perspective Castrol Commercial provides products and services principally to on and off-road vehicle  ¬Ã¢â‚¬Å¡eets. Off-road business includes vehi

Current Research on a New Spacecraft Autonomy Architecture named Remote

Remote Agent Part 1: Introduction to Spacecraft Autonomy Abstract This first paper of a two-part series introduces current research on a new spacecraft autonomy architecture, named Remote Agent, which applies artificial intelligence techniques to spacecraft control functions. The necessity for autonomy technology is nowhere greater than in deep space missions. Remote Agent is a model-based autonomous system being developed in a collaborative effort between the National Aeronautics and Space Administration's Jet Propulsion Laboratory and Ames Research Center. This spacecraft control scheme is composed of three parts that work together: 1) the Planner-Scheduler, 2) Mode Identification and Recovery, and 3) the Smart Executive. Models of the spacecraft's components and environment are given to Remote Agent and it figures out the necessary detailed operating procedures on its own. Because autonomy improves mission performance and reduces costs, autonomously controlled spacecraft will become more prominent in future space missions. Introduction The National Aeronautics and Space Administration (NASA) is being confronted with the challenge to perform more frequent and intensive space-exploration missions at greatly reduced cost. Nowhere is this more crucial than among robotic planetary exploration missions that the Jet Propulsion Laboratory (JPL) conducts for NASA. This paper describes current research on a new spacecraft autonomy architecture using artificial intelligence (AI) techniques to challenging computational problems in planning and scheduling, and real-time monitoring and control. Work on this software package combines research from diverse areas of AI such as model-based reasoning, qualitative reasoning, planning an... ...-122. 2. "Automata Theory", The New Encyclopedia Brittanica , Vol. 14, 1987 ed., pp 520-28. 3. Williams, Brian C., and P. Pandurang Nayak, Immobile Robots: AI in the New Millennium , AI Magazine, Fall 1996, pp. 16-35. 4. Wan, D., Braspenning, P., and G. Vreeswijk, Limits to Ground Control in Autonomous Spacecraft , Telematics and Infomatics, Vol. 12, No. 3/4, pp 247-59. 5. Schilling, K., De LaFontaine, J., and H. Roth, Autonomy Capabilities of European Deep Space Probes , Autonomous Robots, Vol. 3, No. 1, 1996, pp 19-30. 6. NASA New Millennium Program website, [ http://nmp.jpl.nasa.gov/News/press/01_09_97.html ] 7. Hanson, Mark L., and Lorraine M. Fesq, A Software Architecture for Next Generation Satellites , TRW Space and Electronics Group, Redondo Beach, CA, Presented at the 1997 Highly Autonomous Systems Workshop, Pasadena, CA, April 10-11, 1997.

The Homeless †Mentally Ill, or Just Lazy? Essay -- Exploratory Essays

The Homeless – Mentally Ill, or Just Lazy? What causes homelessness? Is homelessness the result of job loss? Does it result from drug and alcohol addiction? Just who are the homeless? The homeless are a mixture of people with many different problems. Many of them are mentally ill patients released from institutions. Some are single women with children. As John Grisham stated, 40% are substance abusers (Grisham 14). Some of the homeless want and need help, but to others being homeless is a conscious choice. The choices a person makes will largely determine what kind of life he or she has. Outside factors, such as unexpected job loss, may drastically alter a person’s lifestyle for a while, but most people get back on their feet before long. As the GM worker said in Roger and Me, "It’s never pleasant when something like this comes to an end, but life goes on." The majority of people will make the choice to look for another job, no matter what they have to do to get one. This may include moving to another part of the state or country (the lady at the Flint post office said they had 82,000 address changes). It may also result in a cut in pay. Most workers are willing to make the sacrifices it takes to continue to be employed. Yet there are others who decide to give up, start to drink, or take drugs, and end up on the street. Watching Roger and Me in 2004 does not have the same impact it had in 1989. GM was one of the first companies to "downsize," and it was a big shock to everyone when it happened. Since then downsizing has become a trend with thousands of companies, and people nowadays are not surprised when they are laid off. Roger Smith is only one of many CEO’s who make millions while lower employees lose their jo... ...ay find themselves jobless and homeless. Everyone faces obstacles in their life. How one chooses to deal with them - to fight or to give up - will determine the quality of life he or she will have. Works Cited Crimmins, James C.   The American Promise.   San Francisco: KQED Books,   1995.    Grisham, John.   "Somewhere for Everyone."   Newsweek February 9, 1998: 14.    Marin, Peter.   "Helping and Hating the Homeless:   The Struggle at the Margins of America." Writing For Change: A Community Reader.   Ed.   Ann Watters and Marjorie Ford. NY McGraw-Hill, Inc., 1995.   270-283.    Moore, Michael, Dir.   Roger & Me.   Videocassette.   Dog Eat Dog/Warner Bros., 1989.   VHS.   Ã‚   83 min.    Terkel, Studs.   "Mike LeFevre:   Who Built the Pyramids?"   Writing For Change - A Community Reader.   Ed.   Ann Watters and Marjorie Ford.   NY McGraw-Hill, Inc., 1995.   209-216.