Project Failure Deepwater Horizon and the Bp Oil Spill Essay Example

Project Failure: Deepwater Horizon and the Bp Oil Spill Essay Introduction The Deepwater Horizon rig sank on April 22, 2010, two days after the Macondo well blowout and explosion that killed 11 workers. The Deepwater Horizon accident, also known as the BP Oil Spill, was a project failure of immense proportions. It went from an oil exploration â€Å"project† to a massive program with portfolios of projects related to dealing with the families of those killed on the oil rig, stopping the oil leak, capturing the oil (from the well and from the ocean), cleaning the environment (seashores, wetlands, Gulf of Mexico), saving and cleaning wildlife (underwater and on shores), responding to human needs (fishermen, economically impacted families), dealing with the public (PR campaigns), dealing with shareholders and employees, and dealing with governments(state and federal). The mission and scope changed and grew significantly over night. It changed from a $500 million oil prospect development project to over a $100 billion program with global reach and hundreds of projects. In addition, the inability of BP to stop the flow in a timely manner, communication problems by BP management, and long lasting negative media coverage of the slow reaction to the spill have resulted in serious negative consequences for BP, subcontractors on the project and the oil exploration industry as a whole. Additionally, the US federal government responded to the accident with poor organization and leadership. We will write a custom essay sample on Project Failure: Deepwater Horizon and the Bp Oil Spill specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Project Failure: Deepwater Horizon and the Bp Oil Spill specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Project Failure: Deepwater Horizon and the Bp Oil Spill specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Analyzing the chain of events, some of the lessons from the failure become very apparent including the facts that BP and Transocean risk management plans were inadequate, BP was not prepared for the accident (or any accident for the most part), project management mistakes were made during drilling of the well, communication blunders were made by BP executives following the accident, the impact on the environment and stakeholders were underestimated, and the future of a company can be at risk from a critical failure of this magnitude. The DeepWater incident was largely a result of poor initial project planning, inadequate project risk management, poor project management execution including decision making and communication, and unprepared crisis management on the part of BP and the US government in the event of project failure. This paper will analyze the series of events leading up to the April 20, 2011, disaster, the decisions and lack of actions which compounded the possibility and severity of project failure and the mishandling of the crisis that ensued after the failure of the well. Background On March 19, 2008, BP acquired the federal lease for Mississippi Canyon Block 252, located in 4,992 feet of water 50 miles southeast of Venice, Louisiana for just over $34 Million from the Minerals Management Service (MMS). BP was highly confident in the seismic data and the presence of oil that the company proceeded to implement the project of drilling a $100 Million well named, Macondo. BP hired Transocean to supply the crew and the oil drilling rig to drill the well. On October 7, 2009, drilling began on the Macondo well using Transocean’s Marianas semisubmersible oil rig. The Marianas operated to a depth of 4,023 feet below the mudline, or 9,000 feet below sea level before it was damaged on November 9, 2009, by Hurricane Ida. Work on the Macondo well was suspended until January 31, 2010, when the Deepwater Horizon rig was delivered to the site. The Deepwater Horizon was a 33,000 ton semisubmersible oil rig which was controlled by a satellite guided dynamic positioning system and had a series of thrusters to keep it afloat. The Deepwater rig was extremely technologically advanced and viewed by many in the oil industry as having superior technology that was foolproof to error. On February 8, 2010, the Deepwater crew placed a blowout preventer on the well in 5,067 feet of water and used remotely operated vehicles to guide the preventer to the latching collet on the well head using video feeds. Once the preventer was latched up, the riser was hung in the tensioning system, the other necessary lines were hung, and the drilling commenced on the well. Research now shows that over the ensuing next three months, the Macondo well had multiple incidents of trouble which continued until the disastrous day when the well blew out and went out of control. During the early drilling in shallow depths, the crew experienced multiple well problems, gas kicks, and dangerous lost circulation zones-sometimes all at once. On four occasions prior to the blowout, the crew experienced well-control events. During one of the well-control problems, a drill pipe became stuck and could not move in or out of the hole. A stuck pipe can be very dangerous and is indicative of poor well hole conditions. After fighting the stuck pipe for a week, the crew separated the pipe from the assembly and placed a cement cap plug on it and continued to drill a sidetrack hole at 17,500 feet. As the days wore on, the crew became wary after experiencing multiple kicks, lost circulation, and stuck pipe to the point that Mike Williams testified to the Joint Investigation Committee in July 2010 that the crew had been calling it the â€Å"Well from Hell†. (In Too Deep pg25) After weeks of battling the well, the well reached its total depth of over 18,200 feet and the engineers ran measurements to analyze the subsurface intervals, their content, and their pressures. These measurements were used to make the decision to run pipe to the bottom of the well and to prepare the well for temporary abandonment prior to production. At this point, the engineers may have made a mistake which contributed to the well blow out. BP engineers decided to run one long string of casing from the bottom of the well all the way to the wellhead. This decision resulted in the only protection provided for the flow of oil and gas in to the wellbore was the cement that would be pumped down the casing and capped with a seal assembly at the well head. If the cement failed, the oil and gas could travel up the pipe to the well head and escape uncontrolled. BP chose a cementing design which had one avenue of protection through a single cap as opposed to other designs that had multiple layers cementing and caps which provided additional protection in case of well failure. By choosing this single cap well design, the BP engineers knowingly chose a less safe design and their managers willingly approved the decision. Haliburton was the cementing servicing company hired by BP to cement the well and attach the seal assembly to cap off the well until a new rig was connected to initial actual oil production. Haliburton supplied the cement used in the sealing of the well which is now known to have been of inferior quality. According to the BP team’s plan, if the cementing went smoothly, Haliburton could skip a scheduled cement evaluation. Planning The project plan for the Macondo well should have been one unique to the well itself. The research of the Deepwater incident indicates that the plan for the well was changed on multiple occasions and management seemed to be influencing decisions based on financial and schedule implications rather that the risk implications the decisions might present. Additionally, the lack of a clear project plan resulted in a poor organizational structure and accountability of the multiple subcontractors involved with the project. There were numerous occasions in which the crew of the Deepwater which was comprised of employees from BP, Transocean and Haliburton were unsure of which company was in charge at different points of the project. The lack of planning was even more evident within the issues of the inadequate risk planning and the execution problems that contributed to the failure of the project. As a result of the failure, a disaster comprised of death and monumental environmental damage was poorly addressed in that crisis management planning had not been addressed in the planning for the project as well. The crisis to contain the well itself would have been more readily addressed by BP had the company anticipated a blowout as a possible risk and therefore had a crisis management plan which had been communicated to all of its crew members. Instead the crisis itself is a First, on April 20, the oil and gas industry was unprepared to respond to a deepwater blowout, and the federal government was similarly unprepared to provide meaningful supervision. Second, in a compressed timeframe, BP was able to design, build, and use new containment technologies, while the federal government was able to develop effective oversight capacity. Both industry and government must build on knowledge acquired during the Deepwater Horizon spill to ensure that such a failure of planning does not recur Planning is even more important during a crisis. Such projects can be described as turnaround projects, where every minute is critical. Turnaround projects are often planned for months in advance, scheduled in minutes, with a well defined set of actions which are constantly monitored, and everyone prepared in advance for everything they need to do. BP and its subcontractors did not use their initial planning to develop disaster response or recovery plans. Without this type of planning built into the initial framework, time and lives can be lost when a company is forced to react to a disaster such as the Deepwater. ttp://www. oilspillcommission. gov/sites/default/files/documents/C21462-408_CCR_for_web_0. pdf Execution Failure The lack of a clear, unique plan for the Macondo project exacerbated the likelihood of problems during the execution of the drilling of the well. Additionally, Deepwater rig had several players involved with the project which resulted in a complex interrelationship among several companies all of whom had differ ent roles and conflicting interpretations of their accountability and responsibilities. Transocean was the owner and responsible for running the rig. Haliburton was a servicing subcontractor who was responsible for cementing the well. BP was lease owner and operator of the Macondo well and in that capacity had both the overall responsibility for everything that went on including promoting a culture of safety on the rig. BP’s safety culture failed on the night of April 20, 2010, as reflected in the actions of BP personnel on- and offshore and in the actions of BP’s contractors Research prior to April 20 shows that most crew members felt that safety was not a priority for BP or any of the other contractors on the rig. A survey during the second week of March showed that 46 percent of crew members surveyed felt that crewmembers feared reprisals for reporting unsafe situations and 15 percent felt that there were not always enough people available to carry out work safely. This extensive involvement of these contractors underscored the compelling need for BP to properly communicate a clear decision making process as well as emphasize safety. This poor safety culture was also evident in the meeting the day before the Deepwater accident in which the Transocean managers discussed with their BP counterparts the backlog of rig maintenance. A September 2009 BP safety audit had produced a 30-page list of 390 items requiring 3,545 man-hours of work. The lack of a safety culture may have contributed to the fact that BP, Halliburton, and Transocean did not adequately identify or address risks of an accident—not in the well design, cementing, or temporary abandonment procedures. Their management systems were marked by poor communications among BP, Transocean, and Halliburton employees regarding the risks associated with decisions being made. The decision making process on the rig was excessively compartmentalized, so individuals on the rig frequently made critical decisions without fully appreciating just how essential the decisions were to well safety—singly and in combination. As a result, officials made a series of decisions that saved BP, Halliburton, and Transocean time and money—but without full appreciation of the associated risks. There were several causes for execution failure that were identified after the accident. First, the cement that BP and Halliburton pumped into to the bottom of the well did not seal off hydrocarbons in the well. This was caused by the engineers changing the plans for the cement job during the effort due to drilling complications that were encountered. As a result, the engineers approved a lower volume of cement to be used in the process. This lower amount of cement resulted in the well not being sealed with a proper amount of cement weight. Second, the cement slurry used in the sealing of the well was poorly designed. Halliburton’s own internal tests showed that the cement mixture was unstable but the company still used the mixture on the Deepwater well. Lastly, the temporary abandonment procedures for the well were finalized at the last minute by BP and required the crew to severely underbalance the well before installing any additional barriers to back up the cement job. Risk Management BP failed to analyze the risk possibilities and plan risk mitigation strategies for the Macondo project. This lack of risk planning and mitigation can be attributed to several factors including: a bias in the oil industry itself which dismissed the possibility of a disaster as monumental as the Deepwater Horizon, a BP management culture which stressed cost savings and time savings in decision making, and a lack of a detailed crisis management plan in an industry whose failures can be monumental. Risk Management and the Oil Industry Bias The Deepwater incident has resulted in a dramatic reassessment of the risks associated with offshore drilling. Before April 20, many in the oil industry felt that drilling was safer in deep than in shallow waters. Since deepwater rigs worked farther off the coast, it would take longer for spilt oil to reach shore, giving more time for intervention to protect the coast. Also, the companies working in the deeper waters were typically the â€Å"big guys† of the oil industry who could afford to utilize more advanced technologies than the smaller firms working near the coast. Therefore, many believed that these companies were more adept at handling challenging conditions with the more technologically advanced equipment. Additionally, there had been no major well blowouts in federal offshore waters since 1970, which made the chances of another one seem remote. Another problem for appropriate risk assessment was the failure to adequately consider published data on recurring problems in offshore drilling. This included powerful â€Å"kicks† of unexpected pressures that sometimes led to a loss of well control, failing blowout preventer systems, and the drilling of relief wells. These problems occurred rarely and were of minor consequence relative to the number of wells in the world. However, these issues demonstrated that wells do not perform in a flawless manner and must be assessed for in risk planning. Additionally, working in the deeper depths of the ocean posed a numerous problems after a loss of well control or a blow out due to failure of the blow out preventer. Before the Deepwater accident, little attention was devoted to containment of a blown out well in the deepwater, largely because its occurrence was considered so unlikely. Therefore, many of the same technologies used for the blow out preventers in shallow water drilling were used in deepwater drilling with little innovation. That is despite the fact that containment problems become much more challenging and real-time decisions become more difficult when working in extreme depths of the ocean. Connecting and maintaining blowout preventers thousands of feet beneath the surface can only be performed by remote-operating vehicles. â€Å"A 2007 article in Drilling Contractor described how blowout preventer requirements got tougher as drilling went deeper, because of low temperatures and high pressures at the ocean bottom. The author discussed taking advantage of advances in metallurgy to use higher-strength materials in the blowout preventers’ ram connecting rods or ram-shafts. More generally, he suggested â€Å"some fundamental paradigm shifts† were needed across a broad range of blowout-preventer technologies to deal with deepwater conditions. † Page 51 pres book All things considered, the oil industry itself was overconfident and somewhat negligent in assessing the need for comprehensive and detailed risk management planning that addressed all facets of possibilities of failure within an oil well. Instead, the industry disregarded many of the possibilities as impossibilities despite the contrary research. This widespread view among the oil industry was reflected in the culture of the BP management and may have influenced some of appeasement with the lack of planning on the Macondo project. Risk Management and Decision Making BP had a tarnished reputation for safety. Among other BP accidents, 15 workers died in a 2005 explosion at its Texas City, Texas, refinery. In 2006, there was a major oil spill from a badly corroded BP pipeline in Alaska. As of April 20, BP and the Macondo well were almost six weeks behind schedule and more than $58 million over budget. BP did not adequately identify or address risks created by last-minute changes to well design and procedures. BP changed its plans repeatedly and up to the very last minute, sometimes causing confusion and frustration among BP employees and rig personnel. ? When BP did send instructions and procedures to rig personnel, it often provided inadequate detail and guidance. ? It is common in the offshore oil industry to focus on increasing efficiency to save rig time and associated costs. But management processes must ensure that measures taken to save time and reduce costs do not adversely affect overall risk. BP‘s management processes did not do so. ? Halliburton appears to have done little to supervise the work of its key cementing personnel and does not appear to have meaningfully reviewed data that should have prompted it to redesign the Macondo cement slurry. ? Transocean did not adequately train its employees in emergency procedures and kick detection, and did not inform them of crucial lessons learned from a similar and recent near-miss drilling incident When the BP engineers were faced with making a decision on the well design, they chose a design with one preventative layer. If the engineers would have put more credence into the high risks associated with deep well drilling, they may have picked a design which encompassed risk mitigation of several layers which prepared for failure. Additionally, by not really putting credence into the possibility of a well blowout, the engineers and BP management negated risk planning for the possibility of the environmental amage which could be caused by such a sizeable well having a blowout. In a case of an uncontrolled blowout, large volumes of oil and gas would be uncontrollably spewed into the environment. Transocean, for instance, was a major contractor for the Macondo well and is the world’s largest operator of offshore oil rigs, including the Deepwater Horizon; Transocean personnel made up the largest number of crew members on the rig at the time of the accident, and 9 of the 11 men who died on April 20 worked for the company. number of the mistakes made on the rig can be directly traced to Transocean personnel, including inadequate monitoring of the Macondo well for problems during the temporary abandonment procedures and failure to divert the mud and gas away from the rig during the first few minutes of the blowout. Project Crisis Management The effort and resources needed to contain and control the blowout of the Macondo well were unprecedented. From April 20, 2010, the day the well blew out, until September 19, 2010, when the government finally declared it dead, BP expended enormous resources to develop and deploy new technologies that eventually captured a substantial amount of oil at the wellhead and, after 87 days, stopped the flow of oil into the Gulf of Mexico. The government organized a team of scientists and engineers, who took a crash course in petroleum engineering and, over time, were able to provide oversight of BP, in combination with the Coast Guard and the Minerals Management Service (MMS). BP had to construct novel devices, and the government had to mobilize personnel on the fly, because neither was ready for a disaster of this nature in such ocean depths. BP initially underestimated the scale of the disaster and overestimated their ability to address it. Therefore, there was little action in the days following the accident that resembled crisis management. Two days after the explosion, BP had mobilized a mere 32 vessels and 4 aircraft. To be in full response capacity, BP needed 205 times the number of vessels and 32 times the number of aircraft initially deployed. It took until nearly Day 80 before BP was a full response capacity. http://strategicppm. wordpress. com/2010/08/03/bps-project-management-of-the-deepwater-disaster/ This understated reaction was driven by the belief that the well was only leaking 5,000 barrels a day. In reality, the well was leaking ten times that amount. At day 31, the government established a public underwater feed and panel of experts to analyze the flow rate. This resulted in all parties becoming fully aware as of the amount of oil leaking from the well and the response effort of BP and the US government continued to increase. BP immediately focused on repairing the failed the blowout preventer for the first ten days after the explosion. BP did not have planned alternatives to address the incident of a blown out well. Therefore, when the blowout preventer could not be repaired, BP had to develop alternate solutions. These solutions were explored sequentially,  rather than in parallel, which caused further delay. The exception to that was the digging of relief wells which take several months to complete. BP did not have any alternate solutions prepared and developed in advance to be deployed immediately during a time of crisis. The facts indicate that BP didn’t understand (or didn’t want to understand) the scale of the project it was involved in. Government Response Failure The failure of the US federal government to react to the Deepwater disaster is comprised of two components- pre-disaster regulatory efforts and post disaster readiness and response preparedness. First, the government organizations which were tasked to regulate the oil industry for safety compliance were not doing their jobs. The Minerals Management Service (MMS) was responsible for approving the disaster plans of the oil companies as well as regulating their actions in the environment with the Environmental Protection Agency. It is now evident that MMS failed miserably in the oversight of the offshore oil industry. The agency’s resources did not keep pace with the oil industry’s expansion into deeper waters and reliance on more demanding technologies. As a result, MMS was not familiar with many of the technologies presented by oil companies and as a result it frequently relented to a lower number of required tests including testing on blow out preventers. Ironically, BP did have an Oil Spill Response Plan for the Gulf of Mexico applicable to the Macondo well in the MMSfiles. The plan identified three different worst-case scenarios that ranged from 28,033 to 250,000 barrels of oil discharge and used identical language to analyze the shoreline impacts under each scenario. Five of the pages were copied from material on NOAA websites and as a result were not specific to the Gulf of Mexico region. As a result, the BP Oil Spill Response Plan described biological resources nonexistent in the Gulf—including sea lions, sea otters, and walruses. Even more troubling, the MMS Gulf of Mexico Regional Office approved the BP plan without additional analysis. There is little evidence that MMS or BP gave any scrutiny to the contents of the Oil Spill Response Plan submitted. However, the MMS Regional Office did adhere to the timeline to review and approve oil-spill response plans within 30 days of their receipt. This lack of emphasis on the content of the response plan surely contributed to the lack of planning on both the part of the government and BP. As a result, when the disaster struck the MMS and the US federal government reacted slowly to the event. For the first couple of weeks the government barely reacted as it thought BP was more prepared and capable to deal with the spill. When it became evident that BP was coming up with solutions on a day to day basis, the government became more involved with the process. MMS was disbanded 19 days into the disaster. The government continued to work with BP and the other parties to find solutions to killing the well as well as manage the economic impact the disaster was having on the Gulf states. All in all it can be assessed that the US federal government was even less prepared than BP itself. Conclusion Based on the mindset and common practices, it was only a matter of time for this kind of accident to occur within the oil industry. An accident, and certainly any disaster, can be considered as a disruptive event. After a disruptive event, anything and everything can change, with serious repercussions. Many disruptive events can be both predicted and planned for. This should be a major element of the risk planning associated with major programs and projects. And disruptive events can have unexpected and significant consequences – in this case, enormous impact on the environment, BP market valuation, BP’s public image and credibility, many other BP projects and people, public perception of both BP and the oil industry itself, and possibly BP survival. The lessons learned from the Deepwater Horizon project disaster and the BP Oil Spill will continue to influence the regulation of the oil industry into the future. BP learned that adequate project planning and risk management analysis is essential in the event of a project failure. Additionally, a crisis management plan for an unplanned disaster should always be in place prior to any possibility of occurrence. BP’s $500 million oil prospect development project became a crisis management project which has cost over $100 billion to date. BP will continue to struggle with its public relations image as well as continue to deal with endless lawsuits and environmental and economic claims into the future. BP’s lack of planning, lack of risk management analysis and lack of a crisis management plan in the face of project failure could have resulted in the demise of the company altogether. The Deepwater incident will continue to serve as an example to project managers everywhere that the basic concepts of project management should never be neglected, even when you are one of the largest companies in the world. - Bibliography â€Å"BP’s Project Management of the  Deepwater  Disaster† StrategicPPM. com. 3 August 2010. 28 May 2011 http://strategicppm. wordpress. com/2010/08/03/bps-project-management-of-the-deepwater-disaster/ Cavnar, Bob. Disaster on the Horizon: High Stakes, High Risks, and the Story Behind the Deepwater Well Blowout. Vermont: Chelsea Green Publishing Company, 2010. Kuzmeski, Maribeth. â€Å"Pinpointing BP’s Pitfalls: Eight Ways to Reconnect After a Disaster† PM World Today, Vol. XII Issue VII July 2010. 28 May 2011 http://www. pmworldtoday. net/tips/2010/july/Pinpointing-BP-Pitfalls. html Lepsinger, Rick. â€Å"Execution Meltdown: Four Key Failures That Sank BP. † . † PM World Today, Vol. XII Issue VIII August 2010. 28 May 2011 http://www. pmworldtoday. net/tips/2010/aug/Execution-Meltdown. html Maltzman, Rich, et al. â€Å"Green Project Management and the BP Deepwater Horizon Spill. † PM World Today, Vol. XII Issue IX- September 2010. 28 May

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Entrepreneurship and Enterprise Portfolio - Essay Example ess of the shopping malls all over the UK, the Metrocentre has been ranked 2nd in 2011 (Metrocentre 2012, Capital Shopping Centres 2012, Wood 2011, Capital Shopping Centres 2011). Apple’s presence can also be seen in Metrocenter’s lower red mall. The company sells its products and applications to its customers through its retail shop. Apple faces less competition in the shopping center since its major competitors, like Samsung, Microsoft, Dell, etc. are not present in the mall (Metrocentre 2012). Body shop is a world renowned fragrance seller and the company sells its products in different parts of the world. The company faces competition from other competitors like The Fragrance Shop (Metrocentre 2012). Barclays bank offers cash withdrawal facility to the customers who visit Metrocenter. There is only one ATM point placed by Barclays in the shopping mall in the Upper Red Mall. The bank is in direct competition with Lloyds TSB as it has also placed its ATM machine in the mall (Metrocentre 2012). Burger King, as the name suggests, is a burger expert which offers burgers in different varieties to its customers. Burger King is in direct competition with McDonald’s and KFC particularly. Moreover, it is in indirect competition with other restaurants operating in the mall. It is located in Lower Blue Mall (Metrocentre 2012). Cafà © Nova, which is engaged in the restaurant business, is also operating in the Metrocenter. The Cafà © provides different food items and beverages to its customers. The competition faced by the Cafà © is direct with other Cafà ©s situated in the mall. Cafà © Nova is located in Upper Green Mall (Metrocentre 2012). Claire’s offer accessories for women and children, which also include jewelry items for ladies. The retail outlet of Claire’s is situated at Lower Blue Mall in the Metrocenter. Claire’s is in competition with competitor like Pandora and others operating in the mall (Metrocentre 2012). Clarks is situated at Lower Red Mall in

BMW Human Resources Policy

BMW Human Resources Policy Organisations, Analysis and Policy REPORT To: Senior Management From: Group Accountant Date: 2nd May 2005 Subject: BMW Organisational Analysis andHuman Resources Policies This report will provide a detailed analysis of BMWscurrent corporate appraisal analysis. This will help to identify the companyscurrent strength, weaknesses, opportunities and threats. This will help thecompanies decision makers understand where the organisation is now. The reportwill also critically evaluate BMWs human resources policy as a key area of theorganisation. We will highlight how BMW has strategically responded to thedrivers for change in terms of its structure, conduct and performance. Finally,offer recommendations for the future development and improvements in humanresource management, and how those will impact on its organisational structure,conduct and performance. Company Background The BMW Group is the only manufacturer of automobiles andmotorcycles worldwide that concentrates entirely on premium standards andoutstanding quality for all its brands and across all relevant segments. With the brands BMW, MINI andRolls-Royce Motor Cars, the BMW Group has been focussing on selected premiumsegments in the international automobile market since the year 2000. In thesucceeding years, the launch of the BMW 1 Series meant an expansion of themodel range in the premium segment of the lower middle class and the BMW 6Series did likewise in the segment of the large CoupÃÆ'Â ©s and Convertibles. TheMINI marque was launched and production began in the Oxford plant in 2001. In2003, the BMW Group assumed marque responsibility for Rolls-Royce Motor Cars.At the same time, the Worldwide Head Office and Manufacturing Plant inGoodwood, GB, was built. ( AnInternal and corporate analysis in terms of strength, weaknesses, opportunitiesand threats (SWOT) will assist in gaining an understanding of where BMW iscurrently in terms of strengths and where improvement is required within thebusiness and what outside environmental threats it may face as well as what newopportunities are available to the company in the short and medium term. Figure 1:BMW SWOT Analysis STRENGTHS Diverse ranges of Products BMW, MINI and Rolls-Royce Strong Cash Flow Position Increase turnover and trading profits Strong Balance Sheet Worlds leading Premium Quality Automobile Manufacturer Brand Awareness Human resources Capabilities to turn resources into advantages OPPORTUNITIES New Products Market shift to globalisation Innovation Alliances Customers demand change to more comfortable and relevantly cheap cars Diversification New Technologies in Automobiles WEAKNESSES Perception of High Prices Customer disinterest Environmental issues: Pollutions Buyer sophistication and knowledge Substitute products or technologies THREATS New existing competition Volatility in Price of Fuel New legislations Consequences of the oil crisis September 11th Economic recession Market shift to globalisation Takeover bids Far-East Automobile companies expansion Extremely high competition for customers and resources The Five Forces Model Figure2: Five Forces Model ACCA Paper 3.5 (2001) Threats from Potential entrants Suppliers Bargaining power Competitive Rivalry Buyers Bargaining power Threats from Substitutes Porterexplains that there are five forces inherent in a market, which will jointlydetermine the intensity of competition and profitability of BMW and theautomobile industry. The first is the threat posed by new entrants, the highcapital expenditure and confidence of customers represent significant barriersto entry and the market is also sensitive to reputation. However, the emergentof low cost manufactures do pose a significant threat (as illustrated by figure2). There is an opportunity in the low price/ low economy (fast) sector. MaybeHyundai or Daewoo could consider introducing a low cost sport saloon. The second is the threats from substitutes, as thereare many make and model of other premium branded cars, hence, Jaguar, MercedesBenz, Audi etc. The third force is the threats from the bargaining power ofbuyers, is this strong for both BMW and the entire automobile industry with alarge number of alternative suppliers, hence, the aggressive pricing strategy.This results in a very str ong competitive rivalry in the industry. This isintensified as a result of little or no differentiation in the basic productoffered. Finally the threats from the suppliers bargaining power, this isfairly low in the automobile industry, due to dual sourcing strategies, using arange of alternative sources of supply for parts. The five forces analysis gives an improved understandingof the degree of competition within the business environment. The analysisshows that the automotive industry is highly competitive, with buyerspossessing and exerting a very powerful influence to the large number ofsubstitute brands available to them. BMW Human Resources Policy In response to a changing business environment BMW isbeing more business and service focus. In the past decade the organisation hasbecome much more proactive, dealing with new concepts to become more serviceand customer focus oriented. The structure of the organisation has beenredefined to deal with the new ways of operating. Organisational structuredefines important relationship within the business for achieving businessobjectives. At the same time it helps to define the new business culture withinBMW. Culture exists with the minds and hearts of BMWs employees andcontributes to business strategies of the organisation. Therefore, BMWs humanresources policies are critical in the organisations structure, conduct andperformance. Competitive pressures on BMW and national economies haveincreased markedly in recent decades. Therefore, organisations are constantlychanging, as powerful entities have arisen at the international level, theEuropean Union being a good example and multinational corporations increasinglydominate particular sectors such as cars. New competitions are emerging andforcing older companies to adopt or reform to survive. Different structuresaffect the way in which human resources are managed. BMW like all otherbusinesses require the same basic human resources activities like recruitment,development and training, appraisal and reward systems, and control andfeedback mechanisms. Organisational structures are influenced by culture.Employees have strong feelings towards the organisations they work for. Germanfirms have inherently a flat, less rigid structures. The McKinsey 7 S modelis often used to identify all the areas that make up an organisation.Structure, Style, Staff are three such areas. BMW has an equal opportunities none sexual discriminatingculture within its organisation. BMW actively supports young female executivesand gives females insight into the field of technology. BMW also offersextensive training for all level of staffs; BMW Groups Trainee PromotionProgramme (TPP) provides the perfect combination of theoretical studies andpractical work. BMW Group trainees receive many benefits in addition to theirpay, other social payments such as holiday and Christmas bonuses, meal andtravelling expenses subsidies, health programme and PC training. BMW claims that it does not see its staff as a cost factorbut as an essential performance factor. Also the employees are referred to asassociates rather that works. BMW in its human resources policy states thatany policy that is not oriented towards its associates will lead to negativecost effects in the long-run. As a future-oriented company, we seek to pursue anexemplary, creative and associate-oriented human resources policy, makingsignificant contributions to business success through our human resourcesactivities. The human resources policy of the BMW Group is an integral featureof our overall corporate policy in both strategic and operative decisions. (Corporate appraisal (or SWOT analysis) consists of the internal appraisal ofthe organisations strength and weaknesses and an external appraisal of theopportunities and threats open to organisations in competition within industry.

Free Essays - Tale of Two Cities :: Tale Two Cities Essays

  Tale of two Cities      In the fictitious novel Tale of Two Cities, the author, Charles Dickens lays out a brilliant plot. Charles Dickens was born in England on February 7, 1812 nears the south coast. His family moved to London when he was ten years old and quickly went into debt. To help support him, Charles went to work at a blacking warehouse when he was twelve. His father was soon imprisoned for debt and shortly thereafter the rest of the family split apart. Charles continued to work at the blacking warehouse even after his father inherited some money and got out of prison. When he was thirteen, Dickens went back to school for two years. He later learned shorthand and became a freelance court reporter. He started out as a journalist at the age of twenty and later wrote his first novel, The Pickwick Papers. He went on to write many other novels, including Tale of Two Cities in 1859.   Tale of Two Cities takes place in France and England during the troubled times of the French Revolution. There are travels by the characters between the countries, but most of the action takes place in Paris, France. The wineshop in Paris is the hot spot for the French revolutionists, mostly because the wineshop owner, Ernest Defarge, and his wife, Madame Defarge, are key leaders and officials of the revolution. Action in the book is scattered out in many places; such as the Bastille, Tellson's Bank, the home of the Manettes, and largely, the streets of Paris. These places help to introduce many characters into the plot.   One of the main characters, Madame Therese Defarge, is a major antagonist who seeks revenge, being a key revolutionist. She is very stubborn and unforgiving in her cunning scheme of revenge on the Evermonde family. Throughout the story, she knits shrouds for the intended victims of the revolution. Charles Darnay, one of whom Mrs. Defarge is seeking revenge, is constantly being put on the stand and wants no part of his own lineage. He is a languid protagonist and has a tendency to get arrested and must be bailed out several times during the story. Dr. Alexander Manette, a veteran prisoner of the Bastille and moderate protagonist, cannot escape the memory of being held and sometimes relapses to cobbling shoes. Dr. Manette is somewhat redundant as a character in the novel, but plays a very significant part in the plot.

The Inertial Navigation System Engineering Essay

This study serves as a brief overview of Inertial pilotage Systems ( INS ) in regard of aircraft industry. Modern INS outdated all other pilotage systems so far. These consist of a set of gyros and accelerometers which measure the aircraft ‘s angular and additive gesture and work with a computer science system which computes aircraft ‘s header and attitude from the gyro and accelerometer end products, given that, initial place and speed of the aircraft are provided from another beginning. Different types of gyroscopes and accelerometers, followed by their mechanism, mistakes and the ways to get the better of those mistakes are explained in this study.IntroductionInertial pilotage is the procedure of set uping the place, speed, heading and attitude of a vehicle utilizing information derived from internal detectors. The operation of inertial detectors depends upon the Torahs of classical mechanics as formulated by Sir Isaac Newton which states that the gesture of a organic structure will go on uniformly in a consecutive line until disturbed by an external force moving on the organic structure. The jurisprudence besides tells us that this force will bring forth a relative acceleration of the organic structure. Inertial measurement units ( IMU ) normally contains three extraneous rate- gyroscopes and accelerometers mensurating angular speed and additive acceleration severally comparative to a known starting point, speed and orientation utilizing Newton ‘s jurisprudence. Hence, Inertial pilotage is the procedure whereby the measurings provided by gyroscopes and accelerometers are used to find the place of the vehicle in which they are installed. By uniting the two sets of measurings, it is possible to specify the translational gesture of the vehicle within the inertial mention frame and so to cipher its place within it. INS was foremost used on projectiles in the 1940 ‘s. In 1996, inertial pilotage systems were widely used in military vehicles. Many ships, pigboats, guided missiles, infinite vehicles and all modern military are equipped with INS due to its unsusceptibility.Inertial pilotage system agreementINS uses two types of constellation. The lone difference between them is the frame in which the detectors operate. Both of them are described below.Stabilised platformInertial pilotage engineering originally used stable platform techniques. In this constellation, inertial detectors are mounted on a platform. The platform is isolated from the rotational gesture of the vehicle utilizing a figure of gimbals arranged to supply at least three grades of rotational freedom. The motion of these gimbals is controlled by torsion motors. Those motors are activated by information provided by gyroscopes as it detects any platform rotary motion. Therefore, the platform is kept aligned with the planetary f rame. Figure 1: Writers illustration of block diagram of stabilized platformStrapdown systemsIn this system, the inertial detectors are strapped straight on the aircraft organic structure and are non isolated from its angular gesture. Therefore, gimballed platform is non required for this system. But, it uses a computing machine to set up and decide the inertial informations which reduces the mechanical complexness of the system.GyroscopeDefinitionA gyroscope is a device which acts as a revolving organic structure and therefore step or maintains orientation, based on the rules of preservation of angular impulse. It is used in assorted applications to feel either the angle turned through by an aircraft or more normally, its angular rate of bend about some defined axis. A modern gyroscope can carry through each of the undertakings stated below: Stabilization Autopilot feedback Flight way detector or platform stabilisation Navigation Figure 2: Writers illustration of gimballed gyroscope.Cardinal Principles:There are several phenomena on which the operation of gyroscope depends but it normally exhibits three cardinal belongingss, viz. gyroscopic inactiveness, angular impulse and precession.Gyroscopic Inertia:Gyroscopic inactiveness is cardinal to the operation of all whirling mass gyroscopes, as it defines a way in infinite that remains fixed in the inertial mention frame, that is, fixed in relation to a system of co-ordinates which do non speed up with regard to the ‘fixed stars ‘ . [ 1 ] The constitution of a fixed way enables rotary motion to be detected, by doing mention to this fixed way. The rotary motion of an inertial component generates an angular impulse vector which remains fixed in infinite, given flawlessness in the building of gyroscope.Angular impulse:Angular impulse is defined by the distribution of mass on a rotor every bit good as by its angular speed. The angular impulse ( H ) of a r evolving organic structure is the merchandise of its minute of inactiveness ( I ) and its angular speed ( I†° ) , that is, H = II†° Where I is the amount of the merchandises of the mass elements that make up the rotor and the square of their distances from the given axis.Precession:Precession is the rotary motion of the gimbals, comparative to inertial infinite. This rotary motion is produced jointly by the angular impulse of the revolving organic structure and the applied force. In the instance of a freely whirling organic structure, such as the Earth ( or the rotary motion of an electrostatic gyroscope ) , there is non a stuff frame with spin bearings. In this instance, the precession must be considered to be that of the axis system which an fanciful gimbal would hold – one axis through the North and south poles, and two reciprocally extraneous in the plane of the Equator.Mechanical Gyroscope:A mechanical gyroscope calculates orientation based on the rule of preservation of the angular impulse. The phonograph record is mounted on a frame to minimise the external minutes ( i.e. due to clash ) . This allow s the mark to turn around the phonograph record without doing any alteration in the way of its axis. The orientation of the mark so can be computed from the angles shown by rotational encoders mounted on the frame. Each gyroscope gives us one mention axis in infinite. At least two gyroscopes are needed to happen the orientation of an object in infinite. Figure 3: Writers illustration of mechanical gyroscope.Advantage & A ; disadvantages of mechanical gyroscopes:Main advantage of this trailing system is that it does non necessitate any external mention to work. [ 2 ] Because the axis of the revolving wheel Acts of the Apostless as the mention. The drawback of this system is its constellation. Because of the traveling parts doing clash, the inertial impulse of the wheel does non stay parallel to the axis of rotary motion. This causes a impetus in the way of the wheel axis with clip. Taking comparative measurings of the orientation instead than absolute measurings can minimise this impetus. As a effect, the system suffers from accrued numerical mistakes but a periodic re-calibration of the system will see, more truth over clip. Lubricants are used to minimise the clash which increase the cost of the device.Solid province gyroscopesThe term ‘Solid province ‘ bases for an electronic device in which the flow of electrical curr ent is through solid stuff and non through a vacuity. So solid province gyroscopes use flow of electric current through solid stuff to mensurate orientation of the affiliated object.Sagnac EffectDiscovered in 1913, the Sagnac consequence [ 3 ] found its first practical application several decennaries ago in the ring optical maser gyroscope ( RLG ) , now used extensively in commercial inertial pilotage systems for aircraft. But, since this execution requires high vacuity and preciseness mirror engineering, cost has been a factor restricting its application. ‘Sagnac consequence ‘ plays a critical function in solid province gyroscopes which is named after the Gallic physicist G.Sagnac. This states that the ensuing difference in the theodolite times for optical maser visible radiation moving ridges going around a closed way in opposite way is relative to the input rotary motion rate. Presents, tonss of solid province gyroscopes are being used in the industry. Largely used gyroscopes are described below: Fibre ocular gyroscopes ( FOG ) Fibre ocular gyroscopes sense angular gesture utilizing intervention of visible radiation. Such devices frequently use the seeable wavelengths, but it can besides run in the close infrared. It is dependent on the formation of a Sagnac interferometer [ 4 ] In its simplest signifier, visible radiation from a wide set beginning is split into two beams that propagate in opposite waies around an optical fiber spiral. These two beams are so combined at a 2nd beam splitter to organize an intervention form where the attendant strength is observed utilizing a photo-detector. The stage Figure 4: Writers illustration of FOG. displacement introduced due to the Sagnac consequence. They are combined when the beams exit the fiber. The ensuing stage difference consequences in a alteration in amplitude of the intervention form formed when the two beams are recombined. 3.4.2.1. Mistakes and mistakes decrease A prejudice or impetus occurs due to alterations in ambient temperature which cause a battalion of effects within the detector. To minimise this mistake, the enlargement coefficient of the fiber and the spiral former should be good matched otherwise differential emphasis will be induced by thermic enlargement which will ensue in measuring mistake. The presence of any isolated magnetic Fieldss can hold several inauspicious effects on the gyroscopes like interaction with non-optical constituents doing Faraday consequence which changes the province of polarisation of the visible radiation in optical fiber. Use of magnetic shielding can understate this job.Ringing optical maser gyroscopesA ring optical maser gyroscope wherein a first and a 2nd optical maser beam propagate with propagating waies different with each other comprises electrode countries on an optical wave guide configuring the ring optical maser and controls an current injected or a electromotive force applied to the electrode countries, wherein the hovering frequences of the first and 2nd optical maser beams are different from each other, thereby doing an addition and a lessening in the all in frequence enabling to observe the way and the velocity of a rotary motion at the same clip. With respects to a method for observing a rotary motion, the anode of the optical ma ser gyro is connected to an operational amplifier. Since the signal outputted from the operational amplifier has a frequence matching to the angular velocity, it is converted into the electromotive force by a frequency-voltage transition circuit so as to observe a rotary motion [ 5 ] .Mistakes and mistake decrease:The ‘Lock-in ‘ job should be overcome by the RLG which arises due to imperfectness in the lasing pit, chiefly in mirrors. It causes scale factor mistake which tends to draw the frequences of the two beams together at low rotary motion rates. If the input rate in the RLG beads below a threshold is known as ‘Lock-in rate ‘ . The two beams lock together at the same frequence ensuing zero end product and a dead zone. This lock-in dead zone is of the order of 0.01 to 0.1 /s compared with 0.01 /hr truth required for an INS. A really effectual method of get the better ofing this job is to automatically dither the optical maser block about the input axis at a typically frequence about 100 Hz with a peak speed of about 100 /s ( matching to amplitude of 1.5 arc 2nd about )Micro machined silicon gyroscopes ( MEMS )MEMS gyroscopes are introduced in the modern pilotage system due to their low production cost and really simple constellation. It is build on Coriolis consequence [ 6 ] saying that a object of mass m revolving at angular speed I†° traveling with speed V experiences a force, F= 2m ( I†° x V ) It contains vibrating elements to mensurate this consequence. A secondary quiver is induced along the perpendicular axis, when the gyroscope is rotated. The angular speed is calculated by mensurating this rotary motion.Mistakes and mistake decreaseThe major disadvantage of MEMS gyroscopes is that they are really less accurate than optical devices. As engineering improving, this gyroscope are going more and more accurate and dependable.AccelerometerDefinitionAs described before, INS relies upon the measuring of acceleration which can be determined by accelerometer. An accelerometer works on Newton ‘s 2nd jurisprudence of gesture. A force F moving on a organic structure of mass m causes the organic structure to speed up with regard to inertial infinite. This acceleration ( a ) is given by, F = mom = medium frequency + milligram Where degree Fahrenheit is the acceleration produced by forces other than gravitative field.Mechanical accelerometer:Mechanical accelerometers are chiefly mass – spring type devices. INS is utilizing these detectors for long clip. Different building techniques have been implied to utilize in different environments. Figure 5: Writers illustration of accelerometer.Operation ruleMechanical accelerometers can be operated in two different types of constellation: either open or closed cringle constellation.Open cringle constellationA proof mass is suspended in a instance and confined to a zero place by agencies of a spring. Additionally, muffling is applied to give this mass and spring system a realistic response matching to a proper dynamic transportation map. When the accelerations are applied to the instance of the detector, the cogent evidence mass is deflected with regard to its nothing or ‘null ‘ place and the attendant spring force provides the necessary acceleration of the cogent evidence mass to travel it with the instance. For a individual – axis detector, the supplanting of the proof mass with regard to its ‘null ‘ place within the instance is relative to the specific force applied along its input. A more accurate version of this type of detector is obtained by nulling the supplanting of the pendulum. , since ‘null ‘ place can be measured more accurately than supplantings.Closed cringle accelerometerThe spring is replaced by an electromagnetic device that produces a force on the cogent evidence mass to keep it at its ‘null ‘ place. Normally, a brace of spirals is mounted on the cogent evidence mass within a strong magnetic field. When a warp is sensed, an electric current is passed through the spirals in order to bring forth a force to return the cogent evidence mass to its ‘null ‘ place. Magnitude of the current in the spirals is relative to the specific force sensed along the input axis.MistakesAll accelerometers are subjected to mistakes which limit the truth of the force being measured. The major beginnings of mistake in mechanical mistakes are listed below: Fixed prejudice: this is a prejudice or supplanting from nothing on the measuring of specific force which is present when the applied acceleration is zero. Scale-factor mistakes: This is the mistake in the ratio of a alteration in the end product signal to a alteration in the input acceleration. Cross-coupling mistakes: These mistakes arise as a consequence of fabrication imperfectness. Erroneous accelerometer end products ensuing from accelerometer sensitiveness to accelerations applied normal to the input axis.Solid-state accelerometersDue to those mistakes of mechanical accelerometers, research workers are giving their best attempt to look into assorted phenomena to bring forth a solid-state accelerometer. They came up with assorted types of devices so far, among those surface acoustic moving ridge, Si and quartz devices ( Vibratory devices ) were most successful. Good things about these detectors are that they are little, rugged, dependable and convenient with strapdown applications. These three types of solid-state accelerometers are described below.Surface acoustic moving ridge ( SAW ) accelerometerThis is an open-loop instrument which consist of a piezoelectric vitreous silica cantilever beam [ 7 ] which is fixed at one terminal of the instance but chattel at the othe r terminal, where the cogent evidence mass is stiffly attached. The beam bends reacting to the acceleration applied along the input axis. Due to this, frequence of the SAW is changed. Acceleration can be determined by mensurating the alteration in frequence. Figure 6: Writers illustration of SAW accelerometer.Mistakes and mistake decrease:The effects of temperature and other effects of a temporal nature can be minimised by bring forthing the mention frequence from a 2nd oscillator on the same beam. Lock- in type effects are chiefly prevented by guaranting that this mention signal is at a somewhat different frequence from that used as the ‘sensitive ‘ frequence. [ 8 ]Silicon accelerometerSingle-crystal Si forms the frame, flexible joints and proof mass. Anodic adhering articulations this piece to metalized wafers which enclose the accelerometer and besides serve as electrodes for feeling proof mass gesture and for rebalancing. Electrostatic focus of the cogent evidence mass obviates the demand for magnetic stuffs and spirals. When the accelerometer is rebalanced utilizing electromotive force forcing, a possible is applied to the pendulum and to one or both electrodes. The electromotive force set up electric Fieldss that induce charge on the nonconducting pendulum. This causes a net force to move on the cogent evidence mass. Therefore, the force generated is a map of the square of the applied electromotive force and of the spread between the pendulum and the electrode .Vibratory devicesThese are open-loop devices which use quartz crystal engineering. They are consist of a brace of quartz crystal beams, each back uping a proof mass pendulum and are mounted symmetrically back-to-back. When an acceleration is applied, one beam is compressed while the other stretched. Figure 7: Writers illustration of Vibratory accelerometer. The tight beam experienced a lessening in frequence while the stretched one experience the antonym. The difference between these two frequence is straight relative to the acceleration applied.Mistakes and mistake decrease:Most of the mistakes of this detector can be minimized by planing carefully. Alternatively of utilizing one beam, several symmetrically arranged beams can cut down mistakes.DecisionHarmonizing to the informations collected within this study, it is clear to see the INS system has helped a batch towards the modernisation of pilotage system. Further betterment in MEMS engineering can open several doors in air power systems. Its high truth and ego contained rate made it immune to any obstruction. Inertial pilotage system has improved a batch in past 5 decennaries. It has helped the air power Industry to better pilotage system and therefore ease the responsibility of pilots.

Hampton Machine Tools Company

Hampton Machine Tools Company Executive SummaryStatement of the ProblemSomebody Loan Me a DimeAs the vice president of the St. Louis National Bank (SLNB), Jerry Eckwood needs to decide on whether or not to approve Hampton Machine Tool Company's (Hampton) request to extend payment on an outstanding loan. Benjamin Cowins, president of Hampton, has requested until December 31st, 1979 to pay off their existing note of $1,000,000 ($1M) and also requested an additional loan for equipment of $350,000 ($350K). Given the situation, there are three decision alternatives that must be considered as outcomes. One, Mr. Eckwood declines both the extension and the additional loan and forces the default of Hampton. Two, Mr. Eckwood accepts Mr. Cowins' full proposal and grants the extension as well as the additional loan. Three, Mr. Eckwood uses an alternative solution. The alternative solution can mean granting the extension on the $1M loan but not the $350K extension, or even extending the maturity date. Mr. Eckwood's decision o n whether or not to accept the extension on the $1M loan, as well as the additional $350K equipment loan (or one or the other) will be solely based on Hampton's ability to repay the loans upon the maturity date. This must be ascertained from thorough financial analysis of the company using a pro-forma financial statement, cash budgets, and profitability ratios.DiscussionBoth loans are both at given at an 18% annual interest rate. Mr. Cowins has provided sufficient documentation that indicates the loan will be paid back, as Hampton has many backlogged orders and shipments. However, Hampton has also historically over-projected its sales and shipments.Option 1 should be a last resort due to Mr. Cowins' good and long-standing relationship with St. Louis Bank. If option 1 were taken, SLNB would lose a large, long-term client that has consistently brought in business for...

Ms Fields Cookies essays

Ms Fields Cookies essays The textbook, Information Technology in Business Principles, Practices and Opportunities, defines the purpose of information systems as, An (IT) Information system is a system which data and information flow from one person or department to another. (Senn, 1998, p.643). The books continues with Business Information Systems and identifies these operating systems as, IT applications that underlie the activities of running and managing a business. This paper will discuss how Mrs. Fields Cookies uses these two interchangeable accessories, will explain how these systems have impacted the roles that the Information Age those of assistance, adviser, and communicator. In addition, this paper will address how Mrs. Fields can function as an organization using a small-scale ratio of management to employee. Debbi Fields, a young mother with no business experience, opened her first cookie store in Palo Alto, California in 1977. Humble beginnings launched Mrs. Fields into a worldwide celebrity and made her company the premier chain of cookie and baked goods stores. www.MrsFields.com. In order to become one of the premier chain of cookies and baked good companies, Mrs. Fields could not rely on cookie dough alone. Mrs. Fields, along with her husband, Randy, who just happened to be a computer programmer with IBM, designed and implemented an Information Technology system to serve the vast managerial needs of the organization. The system created by Ms. Fields is a Paper-less Management System; this system is currently being used at other franchise operations, including Burger King. (Senn, 1998, p.650). The computer system of Mrs. Fields is extremely streamlined and centralized throughout the company. The system accounts for a large percentage of Mrs. Fields success. Sales information is immediately processed by the computers and is available for the managers' use. T...

Argueing for the Legalization of same-sex marriages in Illinois Essay

Argueing for the Legalization of same-sex marriages in Illinois - Essay Example to make decisions for their partner who is being hospitalized, have the right to sue on their partner’s behalf and cannot be forced to testify against them in court. Married couples also pay less in taxes and receive many other social and financial benefits. But because gay couples are legally prevented from marrying, they are excluded from receiving the same considerations that married heterosexual couples enjoy (Eagle, 2006). This paper will more closely examine the benefits denied gay couples as well as the political and legal implications involved with the issue. It will conclude with a discussion involving one of the main non-religious based reasons that those who oppose gay marriage espouse, the affect of this type of living arrangement on the children of the relationship. The argument proposed by the opponents of gay marriage is that the U.S. Constitution guarantees a republican form of government in which elected officials are intended to set social policy for the nation. Legislators do this by representing their constituent’s moral views when drafting laws. Because the Constitution bars the intertwining of state and religion, the only method of ensuring that moral and ethical codes are enforced throughout society is through acts of legislation. In fact, lawmakers draft laws that address moral issues constantly and not just in high profile matters such as abortion, pornography and gay rights. When courts determine morality issues, they counteract legislation meant to protect the moral fabric of society and break down the constitutionally guaranteed separation of powers within the government. â€Å"When judges erode the power of the people’s representatives to set society’s moral compass, they likewise undercut the authority of parents, schools, and other community groups to set the standards they would like to see their children and fellow citizens live by. Indeed, it is a frontal assault on community values writ large† (Raul,

Self-Disclosure Gender and Communication Assignment

Self-Disclosure Gender and Communication - Assignment Example Without self-disclosure in a relationship is not the key to a happy marriage because the people involved do not get to know each other from a personal perspective. She supports her arguments using evidence from other research studies such as the one conducted by a research scientist from the Institute for Social Research at Michigan University. Well, there are views that I support in her argument, but I do not agree with other statements. For example, at the beginning of the article Schoenberg (2011) says that based on the data obtained from a scientist who studied 373 married couples, a two-hour conversation may at times entail topics that are not of value. I disagree with the results obtained from this study because of two reasons. These are results that only present a section of the world’s couple population. Furthermore, it is my view that couples are very different and it is not all the couples who are in a position to have self-disclosure. Additionally, I think that by t he time a couple is 20 or more years old, they are likely to have developed a way to communicate with each other even if they at times sit together and focus on topics that are not promoting self-disclosure. Though that is the point that I do not readily agree with about Schoenberg’s article, she still manages to convince me that self-disclosure makes a partner feel loved, special and cared for, by the other partner. It is also true that men favor gestures and women favor verbal affirmations from their partners. As a person in a relationship, I support this view because I noted that my partner is always in a happy mood after she discloses to me about her fears, goals, and values. In my experience, I also feel more appreciated when she surprises me with my favorite food or movies among other things. These are gender differences and I agree with Schoenberg (2011) because, in chapter 2 of Beebe, Beebe, Remond and Geerinsk’s (2010) book, we learn that the masculine gender high interactive.