The Good, Bad and Ugly of Fracking free essay sample

There is a gold rush going on right now. Man is breaking the earth, looking for natural gas. It’s a mad scene, with hucksters on every side of the issue. There is a lot going on underground and that process is called Fracking. The word alone can stir up controversy. The process of extracting natural gas through hydraulic fracturing or â€Å"fracking,† might summon in someone’s imagination an environment and damaged communities. Natural gas hides from sight it is invisible. Perhaps envisioned a prettier picture—one that involves clean-burning fuel, job growth and affordable energy. The National Institute for Occupational Safety and Health (NIOSH) states that fracking â€Å"is the process of injecting large volumes of water, sand and chemicals into the ground at high pressure to break up shale formation allowing more efficient recovery of oil and gas† (Walter). This practice has grown rapidly over the course of the last decade thanks to improved technologies, but it also has fostered debates concerning its environmental, health and safety impact along the way. The process of hydraulic fracturing – shooting water, sand, and chemicals at high pressure into underground wells to release natural gas – is a divisive issue. Some say it dumps chemicals into ground water supplies; others argue it causes earthquakes, and still others think it can revolutionize America’s energy industry. Environmentalists argue that fracking contaminates ground and surface water – a charge the gas companies deny. Here’s the problem: the fracking process begins with a well drilled deep underground. Horizontal passages are then drilled outward from the bottom of the well. Water, sand and chemicals are pumped at high pressure through the water is insignificant, and it has never been proven that those chemicals rise ground water supplies. On the other hand, environmentalists say the downward drilling process, if done poorly, releases chemicals into both ground and surface water. Both arguments are strong, which is why no one can agree whether fracking is a good or bad thing. The science is not settled; arguments are hurled back and forth by both gas companies and environmentalists. On the earthquake issue, seismologists say it is possible fracking can cause small earthquakes. The British Geological Survey researched the Blackpool earthquakes, and the conclusion was reasonable. However, they did come back and say, â€Å"the chances of getting a very large earthquake are insignificant† (Walter). Meanwhile, a contaminated water supply is a hotly-debated issue: there have been cases where fracking has polluted water supplies as a result of poor oversight and procedures, but it does seem that if done correctly, fracking is not nearly as environmentally disruptive as traditional oil and gas extraction. One thing that is settled are the benefits homegrown natural gas adds to the US energy industry. As chemist and author rich Trzupek wrote recently: â€Å"America has become, in the eyes of energy professions, the Saudi Arabia of natural gas thanks to shale gas. The doe estimates that shale gas reserves alone are 750 trillion cubic feet. (McGraw). Combines with other domestic sources of natural gas, the United States has enough natural gas to last for over a century, and the numbers continue to climb. In areas where shale gas drilling is happening, the good times are rolling. Not only are people making money from the energy sales, jobs are created down the line, from the companies who support drilling operations down to the service industries that provide workers with food and shelter† (McGraw). According to Carlton Carroll, American Petroleum Institute (API) the oil and natural gas industry’s number one priority is safety. It is very important to maintain a perfect safety record but even one incident is way too many. In a December 2012 press release, API called the extraction from natural gas from shale â€Å"the most important domestic energy development in the last fifty years†¦poised to reshape American manufacturing. † And Chevron’s web site touts the practice for â€Å"providing the United States with reliable, affordable, cleaner and responsibly produced energy† (Walter). Developing these natural gas resources can help enhance the country’s energy security, strengthen local and state economies, and fuel job growth. Many Americans, oppose any kind of pollution. However, here are reasons to support fracking: 1. It can lead to our nation becoming energy independent 2. It will provide an enormous boost to our state and local economies 3. It has already driven down natural gas prices to the point where utilities are replacing dirty coal-fired power plants with cleaner natural gas-burning plans and increasingly vehicles are burning natural gas instead of dirtier gasoline 4. It will provide many well-paying jobs to geologists, well drillers, office workers, truck drivers, construction workers, and many more. So what is the snag—and how serious is it? Communities where fracking has taken place, notably in Ohio and Pennsylvania, protest the noise and scarring of the landscaping during the initial explorations. Restoration and compensation can better those concerns. The most significant fear is that the wastewater with chemicals from the fracking process, called, flowback, can contaminate the aquifers and drinking water. State regulators in Alaska, Colorado, Indiana, Louisiana, Michigan, Oklahoma, Pennslvania, South Dakota, Texas and Wyoming have stated that there have been no verified or documented cases of groundwater contamination as a result of hydraulic fracking (Zuckerman). The process uses about 99 percent water and sand, the rest being a solution of a few chemicals (Zuckerman). Most drilling experts have asserted that it is highly improbable that fracking liquids will contaminate drinking water. Fortunately, no cases exist in which the fracking process itself has caused drilling liquids to contaminate drinking water. The issue then is whether the flowback hazard can remain at acceptable levels. The real risk of water contamination comes from these flowback fluids leaking into streams or seeping down into groundwater after reaching the surface. This can be caused by leaky wellheads, holding tanks or blowouts. Wellheads are made sufficiently safe to prevent this eventuality; holding tanks can be made secure; and blowouts, while problematic, are like all accidents caused by human error. The energy industry has long stressed that fracking and water contamination has never been definitibely linked.

William Faulkner Literature Giant Essays - William Faulkner

William Faulkner: Literature Giant William Faulkner: Literature Giant ?The man himself never stood taller than five feet, six inches tall, but in the realm of American literature, William Faulkner was a giant? (?Faulkner,? American 101). The background and early years of Faulkner's life sets the stage for his outstanding success in literature. He is unique in his works due to the various types and styles of literature including: ?A Rose for Emily.? These various forms of work landed Faulkner outstanding awards and honors. As an American giant, Faulkner's novels have been recognized as among the greatest novels ever written by an American (?Faulkner,? American 101). William Faulkner was born on September 25, 1897 to Murry Cuthbert and Maud Butler Faulkner. He was born into a genteel Southern family in New Albany, Mississippi. ?An indifferent student, he dropped out of high school in 1915 to work as a clerk in his grandfather's bank, began writing poetry, and submitted drawings to the University of Mississippi's yearbook? (?William,? Discovering 1). When World War I began, Faulkner enlisted in the Royal Air Force in Canada; he never saw action. Following the war he returned to Mississippi and briefly attended the University of Mississippi. Later, in 1925, he moved to New Orleans where he met Sherwood Anderson, who encouraged his development and helped secure his first novel (?William,? Masterplots 1). Over the next few years, Faulkner wrote reviews, poems, and prose pieces for ?The Mississippian? and worked several odd jobs. At the recommendation of Stark Young, a novelist in Oxford, in 1921 Faulkner took a job in New York City as an assistant in a bookstore managed by Elizabeth Prall, who later became the wife of Sherwood Anderson. Faulkner's most notorious job during this time was the position as a postmaster in the university post office from the spring of 1922 to October 31, 1924. By all accounts, he was a terrible postmaster, spending much of his time misplacing or losing mail, and failing to serve customers. When a postal inspector came to investigate, Faulkner agreed to resign. During this time, he also served as a scoutmaster for the Oxford Boy Scout troop, but he was asked to resign for ?moral reasons? (probably drinking) (Thompson 4-5). William Faulkner is considered by many readers to have been America's greatest modern writer (?William,? Masterplots 1). He was always the artist, always concerned to provide a work of the imagination (?Faulkner,? American 103). ?His fiction satisfies the critical demands that writing be inventive and invigorating, as ready to release the imagination as it is to channel it? (?William,? Masterplots 2). Faulkner had humor, often ironic and bitter, in the series of dramas and tragedies he wrote about the Old South (Thompson 5). The sheer bulk of his life-work was impressive. Faulkner's publications include approximately fifty poems, ninety short stories, seventeen novels, and a three-act drama which was produced on Broadway (Thompson 5). In, 1930, starting with ?A Rose for Emily,? William Faulkner began publishing short stories in national magazines. In the short story ?A Rose for Emily,? Faulkner writes about an old woman named Emily Grierson who owes the government taxes. One day, Emi ly receives a formal letter asking her to call the sheriff's office, but Emily does not reply to the letter. Then, the mayor and the aldermen go to Emily's house asking her to pay her taxes. Emily repeatedly says, ?See Colonel Sartoris. I have no taxes in Jefferson.? The gentlemen finally leave. Two years later, the major receives a call from Emily's neighbors complaining about an odor that is coming from her house. So the next night, four men cross Emily's lawn and sprinkle lime in her house. After a week or two the smell disappears. Years after Emily's father's death, she meets a construction worker named Homer Barron. Emily wants to marry Homer, but marriage is not what Homer wants. One Sunday afternoon Emily goes to the pharmacy and asks for some poison. ?I want arsenic,? she said. The pharmacist assumes that the poison was for rats. A few days later, Homer leaves town, and Emily sends her negro out to find him. Three days later Homer is back and the front door to Emily's house remains closed all

What Is the Purpose of the GRE Essay Sample Book?

What Is the Purpose of the GRE Essay Sample Book?If you are serious about your college writing, you should definitely read up on the GRE Essay Sample Book. This book is specifically created for those students who are aiming to score high in the competitive college entrance examinations.It is a great thing to know that these kinds of books are being used by many students. It proves to be helpful to learn more about how these people get what they want. It can be a big help to those who are attempting to pass their college entrance examinations.Without the right preparation and practice, this kind of test will make it more difficult for the students to achieve success. You need to come up with the right approach to score high. In order to become an expert in writing a GRE or Graduate Record Exams essay, the sample book that comes with it is a great resource.The purpose of the essay sample book is to show you how you can come up with the best possible answer. It can help you focus and co me up with an idea that will be properly thought out. However, it can be quite difficult to determine how you can come up with good answers if you do not know the tips and techniques which are being shared with you.The same is true of the GRE Essay Sample Book. The writers in this book share with you strategies and tactics that can help you come up with the best answers. The techniques can be applied to all types of essays.This book can be used by all types of students who take tests from different courses. They can be used in their senior year or for their pre-doctoral programs. It can also be useful for students who are already in their first two years of college.Becauseof the detailed nature of this essay sample book, there are no special arrangements for buying. This means that you can buy it and give it to someone who has no idea on how to use it. You can even give it to someone who will be taking the exam in your class so that he or she can have a better understanding of the t echniques that are being shared with him or her.Essays are not hard to write. In fact, if you have studied well before you begin to write, you can write the essays with ease. However, if you are interested in scoring high on the exam, you should definitely know the basics of what to do before you sit down to write.

Rebuilding New Orleans

Rebuilding New Orleans Free Online Research Papers The Federal Emergency Management Agency (FEMA) in 2001 named a major hurricane hitting New Orleans as the most serious emergency threat to the nation. In August 2005, a category IV Hurricane by the name of Katrina ravaged the City of New Orleans. After the storm, LT. General Carl Strock, Chief of Engineers for the Army Corp of Engineers stated â€Å"the intensity of this storm simply exceeded the design capacity of this levee†¦which had a 200 or 300 year level of protection. That means that an event that we were protecting from might be exceeded every 200 to 300 years.† [1] The following probability will be the basis for determining the expected profit of rebuilding the city of New Orleans. As consultants advising the City of New Orleans, we felt it necessary to quantitatively prove that rebuilding was the best option before exploring recommendations for the rebirth of the city. After proving that rebuilding New Orleans is financially astute, we will discuss the current structure of the Commission along with recommendations for changes that would allow the commission to be more effective. Because of the many diverse groups associated with the BNOB Commission we asses that the ability to negotiate effectively will be key to satisfying the stakeholders and thus achieving the more broad strategic goals. Finally, we should not rebuild the City of New Orleans without a more effective flood control system. We used the concept of positive deviance to identify other areas in the world that have experienced similar disasters and had success in rebuilding. We identified the Netherlands a positive deviant for building a more modern and effective flood control system for New O rleans. Two estimates will be significant in determining the cost and benefits of rebuilding New Orleans. First, an estimate of how much money will be required to repair the flood damage from Hurricane Katrina. The second important factor is the estimated Gross Metro Product (GMP) for a newly rebuilt New Orleans. I will base this estimate on  ¾ of New Orleans pre-Katrina population and multiply this number by New Orleans’ 2004 per capita GMP. This is to compensate for the fact that at least in the short run, a rebuilt New Orleans will most likely have a significantly smaller population due to permanent migrations away from the city. How much money will it take to rebuild the city of New Orleans? Congress allocated $62 billion in September 2005 and the House of Representatives approved an additional $20 billion on March 16. Obviously, the Federal Government will provide the bulk of the recovery money for damage caused by Hurricane Katrina. There will be additional state; county and city monies along with private donations that will help rebuild the city of New Orleans. A conservative estimate of the amount required to rebuild New Orleans is $28 billion more than the amount promised by the federal government. So far, $110 billion is the amount needed for rebuilding but this amount does not address the issue of Louisiana’s sinking coast. The city of New Orleans was built on a river delta formed by natural silt deposits from the Mississippi river. After the Great Mississippi floods of 1927, the city of New Orleans surrounded the river with levees to protect the city from future flooding. Hurricane Betsy in 1965 caused a great deal of flooding in New Orleans and the federal government began building more levees to protect the city from a category 3 hurricane. The levees have blocked the natural silt from replenishing the delta, which has caused the coastal wetlands of Louisiana to wash away, and the city of New Orleans to sink deeper below sea level [1]. To combat this degeneration of the coastal wetlands the state and federal government has recently passed a $14 Billion plan to rebuild the wetlands. Many of the levees protecting the city of New Orleans broke during hurricane Ka trina and must be replaced. Recently, the Army Corp of Engineers revised their estimates of how much money it would take to rebuild the levees to federal standards. â€Å"The change followed a surprise announcement from the Army Corps of Engineers that the levee reconstruction project, most recently estimated at $3.5 billion, would now cost $9.5 billion if insurance-certified levees were extended throughout the region.† [2] From the above-mentioned costs, the aggregate total is $134 Billion to rebuild the city of New Orleans. This is a conservative estimate, and others have estimated the costs of rebuilding to be as much as $200 Billion, but I will use $134 Billion as my benchmark in the expected profits equation. The second important estimate to take into consideration is the predicted Gross Metro Product of New Orleans. In 2004, according to the US mayor website, New Orleans Gross Metro Product was $47 Billion dollars for the Metropolitan Statistical Area (MSA). The U.S. Bureau defines an MSA as â€Å"that of a core area containing a substantial population nucleus, together with adjacent communities having a high degree of social and economic integration with that core. Metropolitan and micropolitan statistical areas comprise one or more entire counties.† Since the core of New Orleans plays such a key role on the communities surrounding it, I will be using the 2004 metropolitan population of 1,363,750 from the Census Bureau County estimates and multiplying it by  ¾ to take into consideration the short term population loss that will take place due to permanent migrations of former New Orleans residents away from the city. I then multiply the derived number 1,022,812 by the 2004 per capita GMP of $35, 606 to give me 36.4 Billion. Expected Profit = (.005 x -134 Billion) + (.995 x 36.4 Billion) = 35. 5 Billion Prob. disaster Cost (Bil) Prob. no disaster GMP (Bil) Profit (Bil) 0.005 -134 0.995 36.4 35.548 0.025 -134 0.975 36.4 32.14 0.045 -134 0.955 36.4 28.732 0.065 -134 0.935 36.4 25.324 0.085 -134 0.915 36.4 21.916 0.105 -134 0.895 36.4 18.508 0.125 -134 0.875 36.4 15.1 0.145 -134 0.855 36.4 11.692 0.165 -134 0.835 36.4 8.284 0.185 -134 0.815 36.4 4.876 0.205 -134 0.795 36.4 1.468 0.225 -134 0.775 36.4 -1.94 0.245 -134 0.755 36.4 -5.348 0.265 -134 0.735 36.4 -8.756 0.285 -134 0.715 36.4 -12.164 0.305 -134 0.695 36.4 -15.572 0.325 -134 0.675 36.4 -18.98 Using the information on hand, the expected profit to rebuild New Orleans is $35.5 Billion, which quantifies the decision to rebuild. However, the spreadsheet above indicates that if the probability of a disaster the size of Katrina ever reached the point where a disaster of the same nature took place once every five years (approx. 21% probability), it would no longer be profitable to rebuild the city of New Orleans. The federal government should watch this statistic very closely. Statistically the chance of a disaster of this magnitude hitting New Orleans within the next 5 years is very slim. However, if it did this could be an economic harbinger for the federal government to close shop on any projects in New Orleans, move historical buildings out of the area and invest any remaining money in either the expansion of Baton Rouge or the movement of New Orleans to a safer area. In the aftermath of Hurricane Katrina a team of six qualified urban planners were assembled to assess the capacity of the city’s planning function. The American Planning Association assembled this team as part of a request by the New Orleans City Planning Commission in association with the Louisiana Chapter of The American Planning Association. The present plans are for the City of New Orleans to be different in the future. Hurricanes Katrina and Rita changed the landscape and the community forever. Mayor Ray Nagin led the efforts in the establishment of the commission. In fact, Mayor Ray Nagin created The â€Å"Bring New Orleans Back† (BNOB) Commission. The mayor was faced with the monumental task of developing a plan for the city’s rebirth by the end of the year. Mayor Nagin saw fit to engage a panel of civic leaders for the task. While the key members of the BNOB Commission have attempted to explain the full mission and concept of their organization, they have not official revealed their strategic goals, or a comprehensive plan. In a news briefing, Mayor Nagin stated that â€Å"The commission is charged with a fundamental goal to advise, assist, plan and help the city of New Orleans as it makes recommendations for how the city will be rebuild. Additionally, New Orleans Archbishop Alfred C. Hughes stated that â€Å"the commission members represent a cross-section of race, ethnicity, geography, background, expertise and experience†. The primary attr ibute that unites the current members of the BNOB Commission is a commitment to work together for the common good. Archbishop Hughes said that Mayor Nagin gave them a mandate: â€Å"To finalize a master plan, to advise, assist and plan the direct funding of the rebuilding of New Orleans culturally, socially, economically and uniquely for every citizen.† The Commission’s deadline for delivery of the plan was December 31, 2005. The Mayor will present the plan to the City Council for review, refinement and adoption. The commission further divided into seven sub-committees. These sub-committees are chaired by members of the Commission and composed of people from the community. The issues that they will be addressing include urban planning for housing and land use, infrastructure, economic development, education, health and social service, culture and administration and/or government efficiency. Four of the most important sub-committees are: The Education Committee, The Cultural Committee, The Technology Committee and The Government Effectiveness Committee. The Education Committee is responsible for developing a plan to reform and rebuild the educational system in Orleans Parish. The Cultural Committee is developing a plan to repair and rebuild the cultural fabric of New Orleans. Hence, the Cultural Committee’s objective is to establish a sustainable economic environment for the local creative industries by preserving in perpetuity the heritage and vitality that create a unique cultural fiber. The Technology Sub-committee’s goal is to assure an open, inclusive and vibrant business community that will create a livable wage and higher salaried jobs. The Government Effectiveness Committee will recommend changes in local government structure and function that would ensure effective responses to the challenges facing the city post-Katrina. Despite their efforts, it took four months after Hurricane Katrina devastated New Orleans before it unveiled its plan. In this plan, the mayor approved a moratorium on building permits. Most affected by this proposal were lower income areas of New Orleans. Not only did the mayor and the commission impose the moratorium on the poorest of citizens, but it also forced that same region to pass a so called â€Å"critical mass† test if they would have any chance of returning to their property. During this same period, it was incumbent upon the residents to demonstrate with sufficient and substantial evidence that the community could meet the â€Å"critical mass† in their neighborhoods that the population planned to return and rebuild. People from those neighborhoods and communities that failed to obtain the needed numbers to past the â€Å"critical mass† test would be at risk losing their property. The Crescent City Redevelopment Corporation would buy some out and others would be seized through eminent domain. Areas not rebuilt would be returned to wetlands and green space. The Bring New Orleans Back Commission’s mission in part is to develop a master plan for rebuilding the City of New Orleans. The master plan is broad in scope and focuses initially on the displaced citizens of New Orleans. The commission set out to host six town hall meeting to gather displaced citizens of New Orleans input into the rebuilding strategies and to foster constructive participation in the revival of New Orleans. The six meeting will be held in Atlanta, Ga., Houston, Tx., Baton Rouge, La., Memphis, Tn., Dallas, Tx., and Fort Worth, Tx. All of these communities were selected because the relocation areas where the largest portions of New Orleans residents now reside. The Urban Land Institute (ULI) is the agency that stands at the forefront of BNOB Commission. ULI, an international research and education institute dedicated to responsible land use, will assist the commission with its master visioning efforts. The program of work will be carried out through four key activities: 1) the formation of an advisory panel of international and national experts on post-disaster redevelopment and urban regeneration; 2) the development of Ten Principles for Temporary Communities; 3) input from the breadth of ULI’s membership; and 4) coordination with other groups who have dedicated valuable resources to the rebuilding effort. Immediately after inception the ULI presented a proposal to support the commission’s goal to develop a rebuilding vision during the first three months of the entity’s tenure. It is imperative to protect this extraordinarily valuable asset. This statement is on the minds of many of the displaced residents. The BNOB Commission is faced with several essential elements that are crucial to the economic recovery of New Orleans, so much so that it was made a part of the plan to rebuild. The BNOB Commission felt that they must focus on these four areas; Administration of Funds – they feel that with the funds obtained from government agencies and private donors they must maintain sound fiscal management structure to maximize its impact. The administration felt that without sound fiscal management structure many businesses and other industries would break down or not return at all. In this plan, it speaks of the need to be business friendly. Because of the major setback that Katrina imposed, and a significant competitive disadvantage, the administration felt that the city that they must consider adjustments to taxation and regulation accordingly to get the industries and business back and running. The BNOB Commission has developed plans to jumpstart the economy as an immediate acti on that must be taken. Their reasoning behind this move is to get industries operational and returned to steady state business as usual. Other measures include temporary housing, government guaranteed loans and grants, and business incentives are essential, tax-exempt bond financing for rehabilitation of business properties in the disaster zone. The BNOB Commission feels that without the security of the infrastructure investors will lose confidence. Therefore, the infrastructure of the city must be sound for business to flourish. A secure infrastructure would mean, levee system repaired to category III storm protection. The committee’s approach focused on two physical scales and periods simultaneously. City residents of New Orleans denounce the rebuilding plan of the â€Å"Bring New Orleans Back Committee†. Based on the plan more than two third of the poorest and hardest hit communities would not be allowed back to begin rebuilding. In addition, Mayor Nagin im posed a moratorium on the issuance of building permits. The moratorium is expected to last for approximately four months. During the city’s imposed moratorium each affected neighborhoods must demonstrate the existence of sufficient â€Å"critical mass†. The residence must demonstrate this by showing that at least one half or more of the population intend on returning and rebuilding. This is a monumental task that the administration is placing upon the residents on such short notice considering their financial situation. An overwhelming number of the displaced residents feel as if the plan amounts to a calculated scheme to depopulate the low-income parts of New Orleans. They also feel that wealthy investors will, at some point, get an option to purchase the vacant land at very low prices and later make a killing in the real estate market. Moreover, tens of thousands of working class New Orleans residents scattered over the United States think that they will be left out on their own as Mayor Nagin underscores an agreement of the two political parties to tailor the rebuilding effort to the wealthy. The same sentiments were driven home when President Bush visited and underscored his administration’s opposition to boosting the city’s limited resources. The President’s demeanor and comments revealed his true feeling toward the suffering of the poorest residents. The President’s took a 10-minute ride from LAI Airport to a closed-door meeting with business leaders and elected officials in an area showing no signs of hurricane damage. The Bush administration touted support of $3.1 billion in federal funds to repair and reinforce the levees. However, experts estimate that it would cost over $9.5 billion – or more than 3 times what the Bush administration is willing to spend. The organization responsible for the reconstruction of New Orleans, BNOB Commission has several faults, which will ultimately decrease its effectiveness in completing the rebuilding of the city. The primary fault is the fact that the commission did not identify all of the stakeholders, therefore the organizations mission, and strategic goals have not taken into account many of their needs. This will ultimately cause problems as the reconstruction of the city proceeds and conflicts arise. The association of homeowners in the lower 9th ward, who is currently pursuing legal action against the city of New Orleans to prevent their homes from being demolished after failing to show they could achieve â€Å"critical mass† as previously discussed, is having a significant negative impact on reconstruction efforts in the area. There are several reasons that the BNOB Commission has not integrated all of the stakeholders into the overall process of planning the reconstruction. The primary reason is a large portion of the population, particularly in the poorer areas of the city, has not returned to New Orleans. Related to the first reason, the second reason is, some special interest groups appear to be taking advantage of the fact that there are people have not returned to accomplish their goals. Our team is recommending a â€Å"whole scale change† approach to helping the organization to move from its current structure to one that; integrates all key stakeholders’ needs. (The Change Champion’s Field Guide, 5) Ensuring the interests of all key stakeholders are integrated into the Strategy and actions will require the BNOB Commission to create a structure that can identify and integrate conflicting positions among all of the stakeholders to ensure that each contributes to the overall success of the reconstruction program and not just to their own area of interest. In discussing, the actions required by the BNOB Commission we will talk first about the most complicated; integrating all of the stakeholders needs into the process. The primary reason that this is so difficult is, many of the displaced people from the city of New Orleans are scattered across the country and even simple communication with them is challenging. First, there must be a concerted effort to identify and contact those people to determine whether they plan to return to the city. Second, after taking into account their interests (homeowner, business owner, etc.) they should be educated and given the opportunity to align themselves with different representative bodies based on those interests. Only after these groups of stakeholders have been identified and made their interests known can the BNOB Commission truly move forward with confidence that they are operating with the stakeholders interests in mind. Before moving on, a brief mention of the star model of success is important. (The Change Champion’s Field Guide, 9) The BNOB Commission must consider each star point to have a clear understanding of the strategic direction, what work they must do to reach their goals and how they should accomplish that work. Of the five star points one, the resources point, enjoys broad support from the American people and all levels of government from local to federal, so for the purposes of this discussion we will assume that the resources point is â€Å"twinkling†. Two other points, processes and form, as related to the reconstruction effort itself are both somewhat driven by the nature of reconstruction work. We will consider both of these to be sufficient as long is they are both designed to allow the different parts of the organization to efficiently accomplish their goals ensure that each goal supports the achievement of the overall strategic goals. Since we discussed Strate gic Direction earlier, I want to focus now on shared information. Sharing information within an organization so diverse and geographically separated is a significant challenge, but one that must be met if the organization is to reach its goals. Information sharing must be seamless from the onset. Just to get the word out to all of the scattered stakeholders will require extensive use of mass media. After the organization is more firmly established an organizational structure must establish the microcosm(s) using organizational structure to build committees and subcommittees and connecting them through simple effective communications methods. The BNOB Commission must develop systems to ensure continued interaction between committees and subcommittees to maintain focus on the larger â€Å"system†. To summarize, processes, forms and resources will likely not be the major challenges of BNOB Commission. Rather it will be effectively sharing information across diverse groups and over large geographic areas and establishing strategic goals that truly represent the stakeholders in the reconstruction of New Orleans. Both will require organizational leadership that truly has the best interests of the stake holders in mind as well as leaders that are willing to courage to allow all of the voices to be heard. Ultimately, if they fail to capture the true strategic goals of the people who will live in New Orleans after the reconstruction is complete the people will miss an excellent opportunity to reshape their city into something that is more than the sum of its parts. The power of negotiation is vital to the success of BNOB Commission. There will be many different viewpoints from each sub-committee as well as each population group in New Orleans. In order for the Mayor’s plan to come to fruition, there needs to be a consensus to one idea and that idea needs to be effectively coordinated within the committee and the citizens of New Orleans. The structure is already set to perform a strategic negotiations committee. This committee should have a negotiator to represent each subcommittee from the educational, cultural, technology, and government, and other groups. In addition, there needs to be representation from the citizens of New Orleans. This piece of negotiation is the most important, because the displaced citizens are the main effort of this rebuilding process. The negotiations committee works directly for the mayor. Their main goal is to have each committee and group in agreement with one idea that takes into account all of the following: coordination, timeline, and resources/funding. Each group is going to have their own idea of how to accomplish this, so the negotiations committee should put these ideas together into one consolidated plan. Once the mayor approves this plan, the implementation will occur in an efficient manner in which all parties involved are supportive and willing to help in the rebuilding process. The task of negotiations should be handled first within each subcommittee. The subcommittees or groups should come up with one plan in place that includes all of the main elements discussed above. We will presuppose that the Mayor has already sectioned the city of New Orleans in zones and that a substantial population of citizens from each zone is represented in each work group or committee. Once a plan is developed, the negotiator should develop the â€Å"Best Alternative to the Negotiated Agreement† (BATNA) for negotiations with the other committees or groups. After each group has met and formulated a detailed plan, the negotiating committee will meet and present these plans with broad guidelines set by the mayor such as: timeline, budget, and resources. This process will take some time as negotiators will have to go back to their committees repeatedly to develop new BATNAs. The result should be an agreement on one plan composed of all groups in which all broad guidelines are met and mutual gains between the subcommittees are realized. These are the suggested steps for a negotiations committee to take in the planning phase of the rebuilding effort. We believe that once these steps are taken; the implementation phase will run effectively and efficiently. Jerry Sternin describes Positive Deviance as â€Å"based on the belief that in every community there are certain individuals/entities whose special practices or strategies enable them to find a better solution to a pervasive problem than their neighbors who have access to exactly the same resources.† (The Change Champion’s Field Guide, 20) Although Sternin’s focus was individuals, the same principle can be applied to countries. Some countries can develop special practices or strategies that distinguish them from other countries with similar problems. Living below sea level and fighting the water are situations that both the Netherlands and the City of New Orleans faced. However, the Netherlands, the positive deviant learned on earlier in its history the importance of defending its shores from the onslaught of the unpredictable sea. How do we know that the Netherlands is a positive deviant? On January 9-12 2006, five months after Hurricane Katrina ravaged the city of New Orleans. The governor of Louisiana as well as an entourage of state senators toured the modern flood protection system developed in the Netherlands to learn more about effective water control. The education that they received in the Netherlands will hopefully lead to the construction of an effective flood control system set up in the city of New Orleans. The Netherlands learned the hard way the importance of having a competent water control plan in place. In 1953, the Netherlands experienced a flood, which was the worst Dutch disaster in 300 years. â€Å"In February 1953 the Netherlands faced disaster when the dikes protecting the southwest of the country were breached by joint onslaught of a hurricane force northwesterly wind and exceptionally high spring tides†¦resulting in almost 200,000 hectares of land swamped, 3000 homes and 300 farms destroyed and 47,000 heads of cattle drowned.† (The Holland Ring) The disaster was a wake up call for the country and inspired the Delta Project that would one day be considered the most advanced water control system in the world. The significance of the delta project was the fact that it was based on a cost-benefit analysis. â€Å"The required safety level was based on a comparison between the economic damage owing to failure of seawalls and the cost of strengthening the coastal defense works.† (d’Angremond) This detailed analysis meant that much more money was spent on protecting highly populated areas with flood walls that would be exceeded only once every 10,000 years vs less populated areas with dikes that would be exceeded once every 1,250 years. This is a vast contrast to the levees in New Orleans which where built to be exceeded once every 200 years. The Oosterschelde dam is 1.75 miles long and crosses three channels in the Eastern Schelde. The dam is made up of 65 pillars, which can slide 62 iron floodgates in less than an hour during an emergency. This is an example of the ingenious Dutch engineering that has made the Netherlands safe from major flooding in the last fifty years. The Maaslandkering storm surge barrier at Rotterdam is the largest hydraulic project in Netherlands. Almost as long as the Eiffel Tower in Paris and weighs four times as much. If a water level of 3.20 metres above NAP is anticipated for Rotterdam the Storm Surge Barrier in the New Waterway has to be closed. As a group of consultants, we were charged with assisting the Bring Back New Orleans Commission in developing a successful organization. After a cost benefit analysis, which validated the BNOB Commission’s decision to rebuild New Orleans, we explored the current composition and disposition of the BNOB Commission. We discovered that there were some shortcomings in the Commission, which were holding it back from achieving its goals. While our recommendations for change to the organization will assist them in ultimately achieving their goal, we identified that due to the complexity of the organization negation skills and strategies would be crucial to success. Finally, we used the concept of positive deviance to determine that Norway’s complex national flood control system could be a model for the future reconstruction of the city of New Orleans. References [1] Hurricane Preparedness for New Orleans http://en.wikipedia.org/wiki/predictions_of_hurricane_risk_for_New_Orleans [2] Levee Repair Costs Triple washingtonpost.com/wp-dyn/content/article/2006/03/30/AR2006033001912.htm [3] Sternin, Jerry, The Change Champion’s Field Guide, Practice Publications, 2003 [4] 1953 Flood Disaster: The Dutch Struggle against the water thehollandring.com/1953-ramp.shtml [5] D’ Angremond, Kees: From Disaster to Delta Project: The Storm Flood of 1953. March 2003 [6] Bring New Orleans Back Commission Announced. 5.11.2006. http://new.neworleans.com/index.php?option=com_content task=viewid=83Itemid=37 [7] Bring New Orleans Back. 5.01.2006 bringneworleansback.org/ [8] Bring New Orleans Back Commission to Work with Urban Land Institute on Developing Rebuilding Strategy for the City. 5.01.2006 [9] City residents denounce â€Å"Bring New Orleans Back† rebuilding plan. 05.06.2006. wsws.org/articles/2006/jan2006/newo-j14.shtml Research Papers on Rebuilding New OrleansQuebec and CanadaCanaanite Influence on the Early Israelite Religion19 Century Society: A Deeply Divided EraThe Project Managment Office SystemDefinition of Export QuotasPETSTEL analysis of IndiaInfluences of Socio-Economic Status of Married MalesAnalysis of Ebay Expanding into AsiaIncorporating Risk and Uncertainty Factor in CapitalNever Been Kicked Out of a Place This Nice

How Women Directors Influence Corporate Governance and Firm Dissertation

How Women Directors Influence Corporate Governance and Firm Performance - Dissertation Example Women have been shown to have a positive influence on a board, from aspects of participation such as attendance and dutiful diligence, to higher rates of pay for directors because of observable increases in performance which denote higher rates of return. The female presence on a corporate board provides a variety of advantages to the overall performance of a firm. Male Domination in the Board Room According to Gomez and Moore the statistics of female representation on corporate boards â€Å"show a disproportionate representation of women on boards in relation to their roles in society as consumers and employees†. According to Sparrow, only 15% of the board members in the United States are women, with only 1% being CEOs. In comparison, Sweden has 23%, Norway has 29%, Finland 20%, and Denmark 18%, because of Scandinavian policies that are encouraging the expansion of roles for women at the corporate level. However, in other European companies there is a lesser representation than in the United States. However, the problem with the statistics is that it does not reflect the number of female board members who are no more than a ‘trophy’ member, who holds several positions on the boards of multiple companies, decreasing the actual percentage of women who hold these positions. According to Reeves â€Å"Women’s lack of representation on boards is signific ant because boards make high level policy decisions that affect large numbers of people, including shareholders, employees, and ultimately consumers† (19). When women are represented on boards, there seems to be a ripple effect as more higher level management positions are then held by women within an organization. According to Reeves, the increases in CEO’s that are women have gone from nine in 2006, ten in 2007, twelve in 2008, and 13 in 2009, so the power balance is shifting, but by 2009, that number of 13 still only represented 2.6% of all corporate CEO’s. Reeves reports that while the average corporation has 21.8 corporate officers, only 3.6 of these positions are held by women. In 2006, 75% of the companies on the Fortune 500 had no women in top-earning positions within the corporate structure. An example to the social deficit that this creates can be seen where â€Å"women are more involved than men in the healthcare decisions for themselves and for their families†¦(however) more than one third of the world’s top 500 healthcare and pharmaceutical companies have no women on their corporate boards† (20). According to Peterson and Philpot, the professional backgrounds of board members on corporate boards shows that women are just as qualified in experience and background as are the men, but that they serve less frequently on executive committees than do men. Peterson and Philpot also find that gender is related to the way in which members are assigned to boards, and that the resource dependent theory provides for the phenomenon of women serving on more human and socially oriented boards, with men providing more representation on financial and budgetary committees. They suggest that there is â€Å"some relationship between committee assignment, gender, and the resource dependence role of directors† (193). Using the theory put forth by Nussbaum, the capabilities based approach, the nature of female representation should not be considered by the nature of gender but

Globalization and HRM Strategies Assignment Example | Topics and Well Written Essays - 1250 words

Globalization and HRM Strategies - Assignment Example Technology is a critical tool in competition as it is essential in ensuring quality of goods and services. Though it means increase in production costs of the company, technology as a tool ensures increase in sales and product quality to meet the ever increasing/ growing consumer expectations and taste. Additionally, globalization has seen that a company like Sony improves greatly on its information and knowledge transfer which, much like technology is important in helping the company stay connected and informed of emerging customer preferences. Information therefore enables adaptation to trends and its quick and effective transmission has become vital in customer retention and growth hence. Different cultures of the world have very little effect and impact on Sony and unlike most other multinational corporations, Sony has managed to break the barriers of culture across the globe by producing a wide range of high quality, sophisticated and culturally acceptable goods and services. In addition, Sony’s policy of recruiting from any culture, age, gender and other such barriers puts it in a favorable position for worldwide appeal and acceptance. However, the financial and credit services offered by Sony, for example, may receive negative and little acceptance in other parts of the world. Islam, for instance, strictly forbids the use of usury. In such areas, the company may be viewed in bad light and rejected altogether. This is highly unlikely however as Sony offers a wide range of services and products and if one of them is found to be unpalatable in a certain culture, other products eventually override this ‘dislike’ altogether and firmly establishes Sony in the area. Just like cultures, labor markets are of very... This paper approves that different cultures of the world have very little effect and impact on Sony and unlike most other multinational corporations, Sony has managed to break the barriers of culture across the globe by producing a wide range of high quality, sophisticated and culturally acceptable goods and services. In addition, Sony’s policy of recruiting from any culture, age, gender and other such barriers puts it in a favorable position for worldwide appeal and acceptance. According to the paper the human resource department spends much time with the new recruits in bid to get them fully on board with the objectives and strategies of the company and is focused on universal standard employment offering superior working conditions and paying employees their locally relevant wages. Sony also offers management training to promising recruits. IHRM plays an important role in ensuring productivity of Sony. There are a series of undertakings that the IHRM could pursue to ensure improved productivity and competitiveness of Sony globally. Seminars that serve to enlighten employees further on consumer needs and improve service delivery could be brought on board. The paper comes to the conclusion that Problem solving groups are essential and swift solution of arising issues or any quarrels act to minimize employee infighting and the distractive and destructive office gossip thus creating the much needed and indispensable harmonious, smooth working environment.

What changes in Americans values and lifestyles signaled the rise of Essay

What changes in Americans values and lifestyles signaled the rise of consumer culture - Essay Example In politics, consumerism has been applied to symbolize something quite diverse known as consumerist movement, consumer activism or consumer protection. This strives to inform and protect consumers by demanding practices like product guarantees, honest advertising and packaging, and better safety standards. Therefore, in politics consumerism is a set of rules that are aimed at regulating the methods, services, and products. In addition, they regulate the standards of advertisers, sellers, and manufacturers in the benefits of the buyer. In the economic domain, consumerism denotes to financial policies putting weight on consumption. In a theoretical sense, it is the deliberation that the free selection of consumers must strongly direct the selection by producers of what is manufactured, and thus direct the financial organization of a society. In this case, consumer culture articulates the idea not of one voice, one man, but of one voice, one dollar that might not reflect the contribution of an individual to society1. Since the completion of the twentieth century, the economics, politics, and culture of the American’s has been remodeled by the rapid increase of consumer culture. In what has been purported to be the progress of the vicarious leisure class, and its difference from the overall body of the employed class, orientation has been made to an additional division of labor between the dissimilar servant classes2. A single part of the servant class, mainly those individuals whose job is vicarious leisure, emanate to carry out a new, lesser range of responsibilities- the vicarious consumption of goods. The most common form where the consumption happens is viewed in the wearing of uniforms and the livelihood of capacious servant quarters3. A scarcer, less effective, less obstructive, and widely prevalent form of vicarious consumption is the clothing, food consumption, furniture and dwelling by the woman and the rest of the national establishment. Noticeable