The Importance Of Art And Its Impact On Society - 2506 Words

Throughout history, one of the most expressive mediums through which humans can convey their thoughts is via art. Whether it is through sculpture, painting, or a print, an artist is capable of making a political statement or endorsing an idea simply by subtly alluding to it in their work. Alternatively, an artist can be forthright with their ideals as would have been the case for people such as the Dadaists. In any case, artists are able to support a lot more than just beauty in their work, and a pretty sky or a scantily clad woman on a canvas does not always directly reflect what the artist is truly saying. Unsurprisingly, it did not take long for those in power to realize the significance of art, and so for as long as art has been around, those in power have wanted its endorsement. The Spanish Royal Family wanted Diego Velazquez to flatter them, and noblemen such as Philip the Good wanted Jan Van Eyck for a court painter (Philip). 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Teaching Philosophy Is Perennialism An Opinion Essay

A philosophy provides a framework for thinking and guides professional practice, (p. 219). My teaching philosophy is perennialism, and it will help me to address the lack of motivation to learn beyond the boundaries of the rote methods that these students have been trained to work with, due in large part to No Child Left Behind. As a perennialist, I believe in time-honored absolutes when it comes to my instructional methods and approach (p. 219). It is not the fault of these students that they have not been taught how to think critically and creatively about history. They have been taught that their whole life in education depends on their test scores, which is why they simply want to know the right answer and the wrong answer on the test. As important as the tests are to their educational record, as well as to my own and my schools record, I will not give up on helping these students learn how to think as well as what to think. When students ask, Why do we have to learn this stuff? 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Goboy BSED- IV March 02, 2013 Second Semester SY: 2012- 2013 TABLE OF CONTENTS Acknowledgement †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Dedication†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Philosophy of Education†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. StudentRead MoreExistentialism vs Essentialism23287 Words   |  94 Pages------------------------------------------------- Essentialism vs. Existentialism Essentialism: A belief that things have a set of characteristics that make them what they are, amp; that the task of science and philosophy is their discovery amp; expression; the doctrine that essence is prior to existence While, Existentialism:A philosophical theory or approach, that emphasizes the existence of the individual person as a free amp; responsible agent, determining

A Case Analysis of BP Russia-Free-Samples-Myassignmenthelp.com

Question: Discuss about the Case Study of British Petroleum in Russia. Answer: Introduction British Petroleum first opened their office in Moscow in the year 1990. Since then, the company is working with collaboration with different leading Russian oil and gas companies. They entered the Russian oil market by purchasing 10% share in Sidanco in 1997, the largest oil company in that time (Spekman and Linetsky 2013). By 2002, they increased their share to 25% plus one share (bp.com 2017). Their noticeable move was in 2003, merging with TNK to form TNK-BP and operating in nearly all the major Russian hydrocarbon region. They made a profit of $55 billion in the period of 2003-12 (bp.com 2017). BP sold their 50% of share in TNK-Bp to Rosneft in exchange of $12.5 billion and 18.5% share of Rosneft in 2012, which was finalize in 2013. BP and Rosenft signed a Heads of Agreement on exploration and possible development of Domanik formation in the Volga-Urals region in May 2014, and signed another agreement with Rosenft in June designing to organize long-term deliveries of oil products and crude oil on pre-paid basis. BP purchased a 20% share of Taas-Yuryakh Neftegazodobycha from Rosneft in 2015. By June 2016, Bp and Rosneft was holding the share of Yermak Neftgaz in a ration of 49:51 (bp.com 2017). Industry analysis Profitability Five forces It is an analytical tool for analyzing different level of competition in the industry. It will be used in the report to gain the idea about BPs competitors and environmental factors that comes into action in Russia. Threat of new entrants This threat depends on the entry and exit barriers in any particular industry. This industry requires a huge capital investment and technical knowledge, which makes it hard for the new entrants to enter the market. The threat of new entrants is very low and reduced through the first mover advantage obtained by making partnership with TNK (E. Dobbs 2014). Threat of Substitute Products Coal, solar energy, wind energy, hydroelectricity, nuclear energy, and many other types are considered as the substitute products of oil and gas. The threat for BP in Russian market is low due to an increased cost of production of alternative energy. On to it, the alternative energies do not have the similar efficiency that is provided by oil and gas. Hence, these high cost alternative energies become less attractive for the consumers (Rothaermel 2015). Rivalry among the Existing companies British petroleum is currently facing challenges in operating in Russian oil market. The alliance with Rosneft was accused to be violating TNK-BP shareholders agreement by AAR As the Aar believed that BP could not form a new oil and gas exploration partnership with Rosneft without working through TNK-Bp. AAR group sought an interim injunction in an English court to stop BP-Rosneft alliance which was granted by the court. Bp has to come up with a new plan for the hurdle faced (Aithal 2016; Shuen, Feiler and Teece 2014). Bargaining Power of Suppliers Bp has collaboration with AAR in TNK-BP which gains the company a strong base in Russian oil market. Moreover, considering the high number of supplies and maximum size of the supplies and there were high switching cost as BP strong supplier power (Dlken 2014). Bargaining Power of the Buyer It depends on the level of control of the buyer has to force down the product price and bargain for higher quality or better service. As the gas and oil is a commodity, which has a low loyalty, the bargaining power is medium. Considering the less number of suppliers in the market makes the price more or less stable, as the buyer will likely to go in favor of low process (Harrel 2016). Company Analysis Resource and Capabilities By resources, it means the assets that the company is holding. On the other hand, capabilities are the complex patterns of skill in utilizing resources to achieve a desired end-result. The company first established its office in Moscow in 1997 and since then they have gained many assets in the market. In 1997, BP entered the Russian oil market by purchasing 10% market share of Sidanko. In 2002, BP purchased 15% more of Sidanko with one market share. Next year Bp invested US$ 6.75 and became 50-50 joint venture with AAR, to be known as TNK-BR (forbes.com 2017). Their joint venture generated $ 19 billion of net dividends for BPs shareholders, excluding the taxes and duties of $190 billion paying to the Rsuuian Federation. The company had Human resource of fifty thousand employees working in TNK-BP. Moreover, BP had their separate three hundred staffs in Russia. The organization continually invested for their professional development with training of 177,000 days over five year period ( undergraduatelibrary.org 2017). The company had access to a wide range of natural resources. Their production facilities hold around 9.1bn barrels of oil in the reserves. On to it, the company started to exploit the gas reserves in 2005 (Thurner and Proskuryakova 2014). It enabled them to use a more diversified use of their resource base. This highlighted their aim in the changing environment and was recognized as their key aim in strategy refreshment in 2011. This assets of the joint collaborated organization enabled BP to grow their global production (Stepanov and Shrives 2013) BP had always invested in their research and development division to stay ahead in technology in the oil and gas industry. In Russia, they implemented their high efficient recovery and production process to ensure their long-term competitive advantage. They increased their margin and created competitive advantage in the market with their superior technology. However, the British Petroleum had stronger RD than their partner in TNK-BP which is important in the context of their breakdown of partnership. It gives BP more information control in the joint venture. BP achieved a good will of $9.1 billion in 2003. This value helps the company boost it downstream sales for the business as it is recognized as a quality petroleum offering. On the other hand, ethical business operation can help the company to improve the efficiency of the business and yeild advantage over competitors Company Business Strategy Business strategy of British Petroleum in Russia will be discussed in this part of the report. Evidence of a number of incompatible strategies has been spotted in the case. BP in the Russian market was tie up with TNK, a local oil company to do their business in the industry. The TNK-BP wanted to promote high standards of corporate governance, which required a developed operational structure and procedure that make their management accountable. However, the majority of the board positions were filled with a large number of western BP-sponsored who were not tied up with Russian corruption. Internal division and cultural clash in the organization became inevitable due to this reason (Peng 2013). On the other hand, an advanced technological advancement was necessary in the business that was supply by BP. However, this give BP the upper hand in the company, which again contributed towards cultural division This also has a positive outcome as the company was able to extract maximum amount of oil that kept their investors happy. Another incompatibility can be seen in the organization, which is the investors desire. TNK-BP was just a Russian business for BP, whereas their Russian partner visualizes it as the scope to expand internationally. These incompatibilities led to the demise of TNK-BP (Verbeke 2013). The incompetence of the business strategy was evident during the attempt to form partnership with Rosneft. The situation occurred, as the companies did not established strategic fit. TNK-BP was bias towards BP due to the formation of an unhealthy organizational culture within the organization. After overcoming the drawbacks, BP is now doing their business in Russia by making Rosneft their partner. It is a state owned Oil Company. To avoid the previous misconducts, agreement was do between the two companies with a degree of equity swap. An integration committee was form to avoid possible cultural conflict. BPs new business strategy with Rosneft can be sum up as follows: Maximum use of technological expertise in deep-water operations to recover reserves in the Arctic Circle. Use the projects of Rosneft as a supply source to Asia and provide energy to the emerging markets. Maintain balance of due-diligence to prevent all possible corruption interference with business activities. Involvement in the board of the Rosneft in order to manage the political risk in Russia. If the company can maintain the business strategy opted, they will be able to gain a long term profit out of this joint venture (bp.com, 2017). Strategic Leadership Evidence Strategic leadership can be refer as the ability to influence others to make decision that enhance the prospects for the organizations long-term success. Clearly, BP in Russia lacked a proper leadership strategy that became the prime reason for their fall. As discussed in the company business strategy, the culture clash became the primary reason in their failure. Despite of their significant growth in Russian oil and gas market in collaboration with TNK, their different business strategy resulted in cultural clash within the company cornered the company resulted into breakdown of the partnership. The joint venture of TNK-BP appointed approximately fifty thousand skilled people. BP alone stationed around 300 staffs in Russia. This led to the acquisition on BP hiring western people for significant post of the company. This resulted in cultural polarization. A proper strategic leadership could have foreseen the situation and take necessary steps in advance in which the company failed (H ouse et al. 2013). Current Position of the Company There have been many changes over past few years since 2011, when the Stockholm Arbitration Tribunal formally stopped BPs effort to ally with Rosneft for Arctic oil exploration. On 2012, the company sold 50% of his TNK-BP share to Rosneft. Later, the company got approval from the Russian Federation for acquisition of 5.66% of Rosneft. The deal was finalized in the year 2013 where received US$ 12.5 billion in addition to 18.5% of Rosneft in exchange of its 50% stake in TNK-BP . 18.5% combining with 1.25% pre-deal holding resulted in 19.75% holding of BP in Rosneft. Rosneft sold 20% of its share of Taas-Yuryah Neftegazodobycha to British Petroleum, thus creating a new joint venture in East Siberia (bp.com 2017). Recently in 2017, these two companies signed final binding agreement to create a new joint venture, Yermak Neftegaz LLC that will be focusing on the onshore exploration of two major AMIs in West Siberian and Yenisey-Khatanga basins. It will cover a combining area of approximate ly 260,000 square kilometers (bp.com/en 2017). Conclusion Based on the above discussion and the current situation of the company, a conclusion can be drawn that British Petroleum has high chances in developing in the Russian oil and gas market due to their alliance with Rosneft. Rosneft is not in the oil and gas business for long, but shows ambitious growth plans, which include, its first liquefied natural gas plant. On the other hand, BP has a lot of complementary skills and ambitions and possess the most competitive LNG plants. Moreover, they have most mature assets such as water flood fields. Russia has the most number of water flood reservoirs in the world and BP has the experience in managing water flooding. This can come out as a great deal in future. The aim of BP in Russia is to build a business in which BP has quotable, material production that is separate from the production comes through Rosneft. BP is looking forward to build around 200,000 barrels a day in Russia. They need more investments and bigger plans for that. BP wants t o go more in the Downstream or venturing for low-cost and the gas potential. References Aithal, P.S., 2016. Study on ABCD analysis technique for business models, business strategies, operating concepts business systems.Browser Download This Paper. bp.com. (2017).strategic report. [online] Available at: https://www.bp.com/content/dam/bp/pdf/investors/bp-strategic-report-2015.pdf [Accessed 7 Aug. 2017]. bp.com. (2017).Working in Russia. [online] Available at: https://www.bp.com/en_ru/russia/about-bp-in-russia/business.html [Accessed 7 Aug. 2017]. bp.com/en. (2017).Why Russia matetrs. [online] Available at: https://www.bp.com/en/global/corporate/bp-magazine/locations/the-energy-giant-why-russia-matters-for-oil-and-gas.html [Accessed 7 Aug. 2017]. Dlken, F., 2014.Are porters five competitive forces still applicable? a critical examination concerning the relevance for todays business(Bachelor's thesis, University of Twente). Dobbs, M., 2014. Guidelines for applying Porter's five forces framework: a set of industry analysis templates.Competitiveness forbes.com. (2017).four horsemen. [online] Available at: https://www.forbes.com/sites/nathanvardi/2015/01/21/the-four-horsemen-of-russias-economic-apocalypse/#3620d1931542 [Accessed 7 Aug. 2017]. Harrell, L., 2016. British petroleum (BP): a critical analysis of its corporate and international strategies.International Journal of Research in IT and Management,6(3), pp.143-161. House, R.J., Dorfman, P.W., Javidan, M., Hanges, P.J. and de Luque, M.F.S., 2013.Strategic leadership across cultures: GLOBE study of CEO leadership behavior and effectiveness in 24 countries. Sage Publications. Peng, M.W., 2013.Global strategy. Cengage learning. Rothaermel, F.T., 2015.Strategic management. McGraw-Hill Education. Spekman, Robert E. and Linetsky, Zuri, 2013. BP in Russia: Bad Partners or Bad Partnerships? (A). Darden Case No. UVA-M-0819. Stepanov, R. and Shrives, P., 2013. Analysis of corporate governance disputes in the Russian context: a case study of TNK-BP.NBS Working Paper Series. Thurner, T. and Proskuryakova, L.N., 2014. Out of the coldthe rising importance of environmental management in the corporate governance of Russian oil and gas producers.Business Strategy and the Environment,23(5), pp.318-332. Verbeke, A., 2013.International business strategy. Cambridge University Press. Shuen, A., Feiler, P.F. and Teece, D.J., 2014. Dynamic capabilities in the upstream oil and gas sector: Managing next generation competition.Energy Strategy Reviews,3, pp.5-13.

Strategic Management The Commercial Airline Industry

Important micro influences of the commercial airline industry The PESTLE analysis tool is relevant for presenting influences for the airline industry. Political factors have had a major role in influencing growth. For example, many countries have considered a national commercial airline as part of the national pride, and this has translated to the government’s willingness to support such airlines to show a country’s competitiveness. Economic factors have also played a role in ensuring there is a growing business for the airline.Advertising We will write a custom coursework sample on Strategic Management: The Commercial Airline Industry specifically for you for only $16.05 $11/page Learn More More than 3 billion people who fly annually do so because their incomes or their companies’ incomes support air travel choices. On the other hand, growth in capital availability through the development of markets around the world has allowed inve stors and investment groups to participate in the building of the commercial airline industry. This has happened through the sale of private airlines to the public, allowing more companies to tap into the freely available capital from people’s savings (Basignani 2011). The third factor is the social, where people have come to change mindsets about flying. In the past, flying was a privileged activity for the well-endowed people in society. The division of commercial flying into different classes like the economy, business, and first class ensures that even the most cost-sensitive customer can afford a flight in most cases. Low-cost budget airlines have also eased the pressure of flying, and they have transformed it into a means of travel as ordinary as bus transport. Technological factors have also created a micro influence in the industry. For example, internet booking has made airlines friendlier and responsive to customer needs, which has promoted customer loyalty. Another technological trend is the use of social media for marketing, which has helped the management of commercial airlines to collect customer intelligence inexpensively for improvement of service delivery (Basignani 2011). Legal factors that have an influence on airlines’ operations include the bilateral agreements between countries, the immigration laws on the movement of labor, and the protection of business interests in different countries to allow commercial airlines to have more than one operation base for serving their customers. The developments are not very significant; they influence the opportunities and risks of the airline industry based on a collective scale (Basignani 2011). Lastly, environmental factors have also had a role in shaping the current industry. As consumers continue to increase their awareness of clean travel and the impact of waste on their quality of life, they are cutting back on unnecessary travel using unclean means. The number of conscious consume rs making such choices remains low, but the trend is notable and will be a considerable opinion maker for leading industry heads (Basignani 2011). Three factors of most interest to BA CEO daily According to a report by IATA, passengers remain the core thinking of the airline business, and the BA CEO will have to think of this often (Basignani 2011). Within the passenger segment, the CEO will be considering the business segment that is the most profitable for airlines. The CEO will be looking at the cost of business travel overall and seek to position the airline to match the trends in travel. Business travelers are affected by the overall cost of doing business in a particular region and prefer to fly business class for its convenience.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Airlines have to work in partnership with hotels and tour/travel companies to facilitate smooth transfe rs of business travels when checking in and checking out of a particular destination. Thus, the cost of the auxiliary service providers that collaborate with the airline will end up affecting the competitiveness of the airline’s business package. The CEO, in this case, will be interested in ongoing partnerships at providing value added services to passengers. For destinations with a glut of business hotel rooms, airlines have an opportunity for earning high rates of profitability as the overall cost of business travel reduce for their partnership deals as is the case in the Asia-Pacific region (Baker 2015). The second factor of most interest to the CEO of BA would be the strengths and weaknesses of the company about its market conditions. In the airline industry, the main actors are customers, suppliers, potential entrants and airline rivals. The use of the Porter’s five force analysis can help to reveal the exposure of BA’s business to market threats (Why airli nes make such 2014). These threats are then featured on the strength and weakness analysis to expose the choices that the CEO has to sustain the business. BA is part of the International Airlines Group (IAG). The airline’s strengths are in its operation of the modern Airbus A380 plane in its lucrative business traveler routes. A modern fleet allows customers to enjoy comfort and has been a significant determinant of the ‘SuperBrands’ award for British Airways (British Airways Plc. 2015). The major weakness for BA has been the cost of its services to passengers. The company faces threats of substitution from low-cost airlines that offer budget travel solutions across Europe. It faces the same threats on its Atlantic route where legacy airlines are increasing their focus on the route, which increases threats of existing rivalry. At the same time, there is a threat of new entrants into the routes that BA dominates, especially in Africa and Asia. These market forces are affecting the realization of the full benefits of BA’s strength factors, which are its customer care service, its modern fleet, and safety record (British Airways Plc. 2015). Nevertheless, BA is seeking to challenge all parts of the cost base to ensure that it remain competitive and profitable at all levels and can use its strengths to minimize weaknesses and withstand market threats (Wright 2015). The third factor worth daily considerations of the CEO is the staff welfare and turnover interests at BA. Over the last five years, the company has faced strikes and strike threats from sections of its workforce. The biggest claims for striking have been paying claims that do not go well with a turbulent airline industry reports and forecasts. The company faces a challenge of keeping costs down, and it must satisfy employee demands to ensure high-quality service delivery to its customers.Advertising We will write a custom coursework sample on Strategic Management: The Comm ercial Airline Industry specifically for you for only $16.05 $11/page Learn More The biggest challenge and weakness for the company have been the use of inferior terms of employment for recently employed staffs over the existing staff in the cabin-crew section (Topham 2014). Therefore, the CEO will have to look consistently at ways of cutting overall staff costs without leading to glaring differences in employee pay that lead to employee disappointment and poor demonstration of organizational loyalty. In summing up, the CEO will duly consider passenger numbers concerning their profitability, the strengths and weakness of the company and the way they unfold against competitive market forces. Lastly, the CEO will consider staff welfare as a market for service quality and overall airline competitiveness. Reference List ‘Why airlines make such meagre profits’, 2014, The Economist. Web. Baker, M. B. 2015, 2015 corporate travel index: As Asia/Pacific demand falls short of supply, business travel costs drop. Web. Basignani, G. 2011, ‘IATA vision 2050’, Report, International Air Transport Association, Singapore. British Airways Plc. 2015, Annual reports and accounts year ended 31 December 2014. Web. Topham, G. 2014, British Airways cabin crew ready to strike over pay claim. Web.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Wright, R. 2015, Airline margins widest since mid-1960s but rivalry casts shadow. Web. This coursework on Strategic Management: The Commercial Airline Industry was written and submitted by user Wyatt Gibson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.