The Challenges Facing Administration Motor free essay sample

Motor vehicle owners in Kenya were legally compelled to take out insurance against traffic accidents involving third parties in the mid 1940s under the Road Traffic Act (RTA). The history of public service vehicles (PSV) dates back to the late 1950s when there appeared a new form of taxi operating between the city centre of Nairobi and Makadara in Eastland of the city. The fare, irrespective of distance was thirty cents, the Kiswahili equivalent being â€Å"mapeni matatu,’ which was adopted as reference to this taxi and shortened to â€Å"Matatu† (Timbwa, 1985). The origin of Matatu industry can be traced from the type of transport system that operated in towns in the early 1960s. Initially, the Kenya Bus Service existed since 1934 as the sole legal provider of public transport services. It was jointly owned by the United Transport Overseas Ltd (75%) and the Nairobi City Council (25% of the shares). Public transport in Kenya, especially in urban areas is dominated by Matatu vehicles. We will write a custom essay sample on The Challenges Facing Administration Motor or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page In the early 1960s, the total number of Matatus operating in the country was less than 400 and operated in form of taxis. In 1973, President Jomo Kenyatta, responding to lobbying from Matatu operators declared that they were a legal mode of transport and could carry fare paying passengers without obtaining special licenses to do so but had to comply with existing insurance and traffic regulations (Aduwo, 1992). By 1990, of the 333,300 vehicles registered in the country, 17,600 were Matatus (Bhushan, 1993 cited in Muyia, 1995). By 2003, the number of Matatus operating in both urban and rural areas was estimated at 40,000 (Asingo, 2004). They comprised of Nissans, mini-buses and pickups. They provided employment to nearly 160,000 persons and generated vast revenue for the Government in form of charges for licenses, duty, VAT and other taxes. In addition, the industry plays a leading role in transportation of persons and goods in both rural and urban areas. Unfortunately, the industry’s vast growth has been accompanied by increasing road traffic accidents that have threatened safety of Kenyan travelers. The accidents increased by 182% from 3,578 in 1963 to 10,106 in 1989 and 11,785 in 1994 (Muyia, 1995). In these accidents, 2,014 persons were killed, 6,650 were seriously injured and 11,094 had minor injuries. The causes of the accidents included reckless driving, non-roadworthy vehicles, overloading and poor conditions of the roads. 1. 1. 1. Underwriting Underwriting is the selection and rating of risks by the insurer (Canner, 2007). There are various considerations that guide the underwriting process leading to the decision as whether to accept a given risk or not and if accepted at what premium rate. The key considerations in motor underwriting include; Use of the vehicle, District of garage, Make and type of the vehicle, seating and carrying capacity, the type of cover required, the driver’s details and the value and age of the vehicle. Use, refers to whether the vehicle is public hire or Private hire. District of garage refers to the address where the vehicle is normally garaged. Make and type of the vehicle specifies whether the vehicle is an Isuzu van, Toyota saloon, Mazda bus etc. Seating and carrying capacity refers to the number of passengers including the driver and the size of the engine. The type of cover required could be third party only (TPO), third party fire and theft (TPFT) or comprehensive. The driver’s details include age, sex, experience, conviction and accident history while the value and age of the vehicle refers to the sum insured and the year of manufacture of the vehicle. Passenger carrying vehicles are generally categorized into the following three classes for underwriting purposes; public hire vehicles, private hire Chauffeur driven vehicles and private hire self-drive vehicles (Canner, 2007). Public hire vehicles are licensed to ply for hire. They include vans, mini-buses and pick- ups. The vehicles are hailed in the streets though local bylaws restrict the waiting points of such vehicles. This class is regarded as the highest risk because of maximum use of the vehicle and drivers coupled with high levels of moral hazard. Private Hire Chauffeur driven vehicles are hired for passenger travel through the operator’s office or agency. The vehicles tend to cover extensive mileage with drivers working for long shifts. One sector of this class which is regarded as good is the prestige limousine arena where vehicles are used for wedding purposes, as hearses and for other private functions. Finally, Private Hire Self-drive vehicles are made available to the hirer. Regrettably the vehicles which fall under this class are misused by the hirers. To mitigate this, a pre and post-hire inspection is carried out by the owners of the vehicles (poll M. , et al, 2009). 1. 1. 2. Experience in Kenya Kenya, with an average of 7 deaths from the 35 crashes that occur each day, has one of the highest road fatality rates in relation to vehicle ownership in the world. Nearly 3,000 people are killed on Kenyan roads annually. This translates to approximately 68 deaths per 1,000 registered vehicles, which is 30-40 times greater than in highly motorized countries. Road traffic crashes are the third leading cause of death after malaria and HIV/AIDS and present major public health problems in terms of morbidity, disability and associated health care costs. Despite this huge burden, road safety measures in place are ineffective, characterized by crack downs on motor vehicles following tragic road crashes. These accidents have been occasioned by the government’s neglect of the road sub-sector in the past 10-15 years (Odero et. l 2003). Insurance companies in the country have been accused of operating like a cartel by agreeing on specific premium rates across the sector. Kimutai, (2009) argues that contrary to a free market economy, insurance companies fix the premiums instead of letting the market forces determine them. However Gichuhi, (2009) observes that the Association of Kenya Insurers (AKI) does no t set rates but advises members on what they can charge based on the statistics collected from both the local and international markets. Makove (2009) contends that motor risks are under his close watch due to a number of reasons. First, motor insurance, particularly third party risks, is compulsory. Secondly, companies that have collapsed have been motor underwriters. Premiums charged must be able to service claims, company expenses and commission to the agents as well as return a little element of profit for the company. Muhindi (2009) adds that even the Policy Holders Protection Fund will suffer because all companies will not accept to contribute to it if companies start going under because, say, PSV underwriters are not charging the right premiums. If an insurer collapses due to uneconomical rates, then obviously it shakes the public confidence in the industry in general. Omogeni (2009) observes that cartel or not, the process of setting insurance premiums needs a re-examination for the parties unhappy with the present system to not only get but also see justice being done. The insurance industry suffered a major setback when another motor underwriter, Standard Assurance Kenya Ltd, went under in 2008. The heavily indebted insurance firm was placed under statutory management over its inability to settle some Sh100 million in outstanding claims owed to policyholders and creditors. The closure followed closely on a similar incident involving another motor underwriter, Invesco, which closed its doors in 2009 but was resuscitated early in 2010. Other insurance companies which have gone under in similar circumstances are Kenya National Assurance in 1996, Access Insurance in1997, Stallion Insurance in1998, Lakestar Insurance in 2003 and United Insurance in 2006 (Okoth, 2009). Problems in the PSV underwriting business have remained intact since the Kenya Motor Insurance Pool collapsed in 1979. The PSV insurance sector, avoided by most insurers, is among the most affected by delays in reviewing the Insurance Act. The PSV insurance sector is seen as a cash cow for fraudsters or ambulance chasers, with elaborate networks that include unscrupulous medical personnel, motor repairers and spare parts dealers, police, lawyers and assessors, among others. This network is so well entrenched that it is attributed to the collapse of motor pools, an initiative that was meant to address weaknesses of the sub-sector (Okoth, 2009). Previously, there have been several unsuccessful attempts to address these challenges. The first compulsory Kenya Motor Pool was established in 1974 but it faced serious challenges, including the withdrawal of the state-owned KNAC in 1979 before it finally collapsed in 1984. A second motor pool was set up a year later before it was wound up four years down the line after being bogged down by huge liabilities (Timbwa, 2000). 1. 2. Statement of the problem More insurance companies covering public service vehicles (PSV) face the risk of collapse unless urgent measures are taken.

You are too damn old to get an MBA

You are too damn old to get an MBA For all of my life I have been told how useless I am. My mother and father were alcoholics and drug users, who rode with one of the meanest motor cycle gangs in Hawaii. When I was four years old I was temporarily given to an aunt and uncle to be raised. By the time I returned at eight years old both my parents had started their withdrawals as they struggled to clean up their lives. As the oldest, I was put in charge of raising my four brothers and three sisters. By the time I was nine I had seen enough of life in Hawaii, so I bought a plane ticket and left for the mainland. After reading the note I had left for my parents, they promptly called my grandfather who lived in Los Angeles. My grandfather said "boy, if you want to see the world, I will show it to you."A rendition of the emblem on the flag of the U.S. ...With that statement made I started my life towards my MBA.What is in a person's life that designates him or her as being too old? One of the many uses of a calendar is to le t a person know that they have been on this planet for x amount of years, months, days, minute and seconds. Nowhere does it say that a person is old, this is just some sort of issue that we humans attach to a person after he or she have reached a certain number of years. But what is forgotten is the fact that as we climb the ladder of life, the rung below considers you to be old. The infant thinks the toddler is too old, the toddler thinks the student in kindergarten is too old, then onward to the elementary student, high school, college students and on...

Pricewaterhouse Coopers Finance Department Assignment

Pricewaterhouse Coopers Finance Department - Assignment Example With the diversity of its workforce, challenging tasks, motivating and nurturing environment, the business organization presents a fertile venue for individual growth and development not just in terms of career but especially on social, intellectual, and moral aspects. Through an interview conducted with Richard Baird, the PwC Human Resource Executive, this report assesses the capability of the financial firm in training, motivating, compensating, and developing its workforce. With the main goal of having a thorough understanding of the company's human resource policies, this trip report focuses to put PwC's perspective on its people on spotlight. Throughout the interview, Baird emphasizes that human resources are the essential strategic partners which helps PwC accomplish its goals and reach its specific objectives. When asked how the company values its employees, Baird responded, "It is our people who create the experience of PwC for our clients and ultimately makes us distinctive. The clients of PwC firms all over the world select us and judge the quality of our service by the people they meet and who serve them on a day-to-day basis." Wh What then makes the people of PwC distinctive Baird stated, "The first element that differentiates our people is their individual quality. Each PwC firm is dedicated in recruiting the best people, helping them develop their skills and competencies, and enabling them to realize their full potential. People who join our organization are expected to adopt our shared values, as exemplified in our Global Code of Conduct. As they gain experience and build technical and commercial expertise, we also help them grow as responsible leaders. The second element is connected thinking, which brings our people together throughout our global network and encourages them to collaborate and support each other, using their collective experience, industry knowledge and business understanding to deliver consistent service, which clients truly value." PwC considers its people as one of its core competencies. Thus, it opts to nurture its employees and keep them happy and motivated to excel in their positions: "In any business, a happy team is more likely to be a high performing team. Employees who enjoy their work and are fully engaged with us are also more engaged with our clients, delivering higher quality, and creativity as a result." Recognizing this, PwC focuses on staff retention conduct an Annual Global Survey to help it "understand its people's level of engagement and commitment to PwC." So, how does PwC build people's engagement "One is by encouraging and enabling them to work flexibly to suit their own lifestyle and personal priorities-a commitment that is led from the top and that applies at every level of the organization. To ensure our people benefit from the best possible learning opportunities, we frequently run development programs in partnership with business schools. We also have talent management programs in orde r to develop future leaders in our different firms. We value diversity and are striving capitalize on the various knowledge

Labour Law Essay Example | Topics and Well Written Essays - 1000 words

Labour Law - Essay Example This paves the way against further abuse by employers who wish to minimize the number of employees employed by demanding rendition of work beyond what a human being may ordinarily give. Three, it also provides no less than twenty-eight (28) paid holidays which gives an opportunity to implement work-life balance. The latter is the strategy recently being propagated in the international community that allows every employee or worker to perform his responsibilities as a family man and as a social person without sacrificing his work. Since work-life balance theory was only introduced and implemented lately, it can be considered that British Labour Law appropriately and timely provided for this right or opportunity to all workers under its jurisdiction. Four, the right to flexible working patterns provided under the Employment Rights Act of 1996, the Maternity and Parental Leave Regulations of 1999, and the Additional Paternity Leave Regulations of 2010 provide for more broader opportunit ies for both men and women to perform their tasks as parents. The laws also recognize the need of the parents to take leaves from work in order to care for their children without fear of affecting their career advancement. These laws, obviously give equal rights for both mothers and fathers, unlike in other countries and/or in previous laws wherein only the rights of the mother is recognized due to physical giving of birth. Now, British Labour Laws recognize the fact that even the father of a child needs to be with his child, and has the obligation or responsibility to care for the child in lieu of or together with the mother. The Pensions Act of 2008 which requires the employers to automatically enroll every jobholder or worker in an occupational pension scheme, unless the latter refuse later on, is also commendable, considering that with the recent trend amongst young professionals, the biggest tendency is for them to spend their hard-earned monies to travels and buying unnecessar y gadgets, leaving nothing for the future. This law adequately addresses the long-term problem that might be encountered by the workers by mandating the periodic contribution to a pension plan that will ultimately benefit the workers themselves. Also, the Equality Act of 2010 which provides for a detailed process of investigation of discrimination and/or harassment cases, is considered adequate to address contemporary manner of abuses in the workplace. Unlike before wherein the prosecution and investigation of abuses are left with the individual concerned, now, the employer has the obligation to undertake its own investigation of any possible act of discrimination or harassment. Thus, the employers are now more involved in the protection of its employees against abuses, not only against the employers themselves but also against fellow employees. On the other hand, while the Employment Rights Act of 1996 provides for a consolidated set of rights for working persons, still, British La bour Laws fail to give an exact or concrete definition of an employee for purposes of determining who are the real beneficiaries of these rights. Some parts of the law mention of worker, other parts mention of employee, while others refer to job contractor, and others. It would have been better if this can be addressed to as soon as possible so that the persons to whom these

Ethical Argument of The Omnivore's Dilemma Essay

Ethical Argument of The Omnivore's Dilemma - Essay Example k, The Omnivore’s Dilemma, Michael Pollan has raised this issue as well, calling for an alternative to present day’s farming practices, when it comes to raising cattle for food. It is evident, that a change is, indeed, warranted, especially when it comes to the feedlot, and feeding of the cattle, because, as Pollan puts it, we â€Å"are what [we] eat eats too† (84). It would be, perhaps, best if we reverted to the old days of localized animal farming, where the cattle would be raised as close to their natural and evolutionary pattern as possible. The feedlots of today are not a modern inception; they came into being round about the time of the Second World War, when food had to be produced at a much cheaper and quicker way to feed the troops, while taking into account the lower number of men available for farming. While they were efficient for this purpose, they did not take into account the havoc the system may play on the various natural processes involved in cattle raising, both on the cattle and on the consumers thereof. First, animal farms were moved from main cities and cattle were displaced from â€Å"widely dispersed farms in places like Iowa to live in densely populated new animal cities† (Pollan 67), termed CAFO (Concentrated Animal Feeding Operation). This creates problems on its own, as now the cattle waste that was once used to fertilize the farm goes to waste and ends up polluting the environment. Though, as it would later be explained, the manure of the cattle on CAFOs is no longer so tenable either. The calves that are born into the present animal farms are allowed their natural diet of mother’s milk and grass for only six months, after which they are taken away to the CAFO, to be fed an unnatural diet of â€Å"corn, for no other reason than it offers the cheapest calories around† (Pollan 68). Corn is not a natural food for the cattle, which results in many health problems for them; their stomachs do not digest corn well. Marvels of evolution,

Enviromental Impact Assessment Of New Kuantan International Airport Engineering Essay

Enviromental Impact Assessment Of New Kuantan International Airport Engineering Essay This environmental impact assessment (EIA) has been prepared by Gemilang Alam Sekitar (M) Sdn. Bhd. as appointed consultant by the Government to evaluate a complete environmental impact assessment on New Kuantan International Airport (KIA) in Kuantan, Pahang. This report is prepared for the authorities review, accounting Malaysia Government guidelines and regulation under Environmental Quality Act 1974 Act 127. This report has been produced firmly based on: Environment Impact Assessment (EIA) Field visits to the Project site, and, Few discussions with State government and related Federal government officials with environmental responsibilities. To carry out EIA process, some methods are used including; Meetings and discussions with Federal and State government officials, Visit to the Project site and surrounding areas, Discussions with citizens near the Project site, Surround noise, air quality and surface water quality, Sampling and testing the sample taken in the field and in the laboratory, and, Gathering the methods with professionals knowledge, expertise and experiences. PROJECT DESCRIPTION The rapid economic development and tourism industry in Kuantan, Pahang has resulted in a growing demand for air transportation. The capital city of Pahang, Kuantan occupied with more than a half million of citizens, approximately 607,778 people. This 9th largest city in Malaysia has 57% Malays, 32% Chinese, 4% Indian and 7% other races. Kuantan is currently served by air mainly by Sultan Ahmad Shah Airport but it is more on military purposes. Public passenger and cargo loading are no more available. The nearest airport for public air transportation can be accessed from Sultan Mahmud Airport in Kuala Terengganu, about 207km or 4 hours journey on road. A small airport in Kerteh which called Kerteh Airport is located 115km from Kuantan city centre and it takes almost two hours to reach the small airport. Kerteh Airport operations are restricted to oil-rig labours whose working for anchor national petroleum company, PETRONAS. This proposed Project is to design and construct a new international airport for Kuantan in order to re-operate the public passenger and cargo air transportation in the city, thus rejuvenate and induce the tourism industry into higher level. Site location studies were conducted in 2005 by appointed consultant, Megah Hijau (M) Sdn. Bhd. and the subject to run the EIA process was identified. In 2007, about 250 hectares (ha) of land was purchased by Federal Government of Malaysia to construct the KIA. Based on Megah Hijaus study, site clearing was completed in 2008 by local contractor within 6 months. The clearing process was under contract with the Department of Civil Aviation Malaysia. The KIA development phase at first will meet the forecasting air traffic demand for the year 2010. This will engage large turboprop aircraft with relevant range to cover numerous destinations locally and internationally. The development process takes in the improvement of soil and earthworks preliminarily to construct a runaway with 4000m length and 50m width. The Project also will embrace the construction of: Passenger and cargo terminal Access road and car park Control tower Rescue building Airport staff residences Waste water management system Electricity generator unit and Fuel farm Airport navigational aid and safety equipments ENVIRONMENT DESCRIPTION OF THE PROJECT SITE Physical Resources and Environment Project Location The Project location is in flat areas with small hills, which typically the topography of Kuantan located near to the Titiwangsa range. Elevation on the project site is range between 20 and 53m above the mean sea level. The soil of the Project site consists of muddy clay with less organic material. The condition of the soil sufficiently fit the requirements of constructing the embankment. The embankment is used to flat the terrain areas. Luckily, the Project site is free from earthquake and soil erosion hazard. The climate at the Project site is warm and wet, typical with the climate of Peninsular Malaysia which located proximity to the equator. Rain falls throughout the year, with heavy rain normally in November to March due to northeast monsoon. The average monthly rainfall in Kuantan is 250 mm. Meanwhile, the monthly temperature during the day is between 29 °C 35 °C, and 26 °C 29 °C at night. Kuantan average monthly wind velocity is 4km/hour directed to the Southwest, hence there is no typhoon recorded so far. The EIA performed the monitoring test for the air quality and noise in three locations, where two on the Project site and one in the Kuantan city centre. The results are shown in the table below. Parameter Unit Sample Point 1 2 3 Wind direction From SW `SW SW Wind speed m/s 4 3 7 Temperature  °C 31 33 35 Humidity % 89 91 83 Atmospheric Pressure cmHg 71 71 71 Suspended Particulate Matter ÃŽ ¼g/m3 34 32 36 Oxide Nitrogen (NO2) ÃŽ ¼g/m3 5 6 14 Sulphur Dioxide (SO2) ÃŽ ¼g/m3 1 1 5 Carbon Monoxide (CO) ppm 0.101 0.112 0.173 Hydrocarbon ppm 0.020 0.017 0.031 Noise dBA 34-41 36-43 45-67 Air Quality Standard is based on Recommended Malaysian Air Quality Guidelines (RMAQG) Department of Environment, Malaysia. Sample point 1 and 2 are taken from two different spots at the Project site, whereas the 3rd point is located in the Kuantan city centre. We can see the different in the test results at different location. The air quality in each location was better than the recommend national standard. The volume of hydrocarbon and Carbon Monoxide were higher in the city centre compare to the other sample points. On the Project site and surroundings, there is no river, stream, or lake identified. So, there will be no impact of water pollution in the area. For this reason, the quality of the groundwater undoubted with minimal treatment and can be used to supply water to the Project facilities rather than taking the water directly from nearest river which may considerably higher in cost. Ecological Resources The flora and fauna on the Project site are commonly found in most Peninsular forest. So, they are not endangered or protected species. Animals like snakes, wild boars, and typical local birds are the group of animal inhabit in the Project site. The flora in the site consists mainly with brushes and grasslands with no canopy trees. There site currently has no sign of logging activity as the trees available are not suitable to log. Furthermore, there is no agricultural activity on the Project site with more arable land available. Economic and Human Development The KIA project site is located in an area with low population volume. No indigenous population found in the area. There are about 500 families living in two villages, Kampung Melayu dan Kampung Cina, within a range of 10-15 km from the Project site. These residence areas are dwelling by migrants within past 20 years. They come from different places in the Peninsular Malaysia. Moreover, there is no mineral resources on the site, so that, there is no mining industry. The residents in the area are mostly working in the town as government servants, self-working, small businessman and housewife. There are mixture income backgrounds of the dwellers in the area. Overall, the income level in the area is in middle range. Kuantan, as with the rest of major capital city in Malaysia, is the one of the main focus of the Federal Government to develop the city with more economical value. Federal Government in the East Coast Economic Region (ECER) has identified the tourism industry potential in Kuantan. So, the Federal Government take this opportunity through the plan to coordinate an appropriate approach to enhance Kuantan attraction by constructing KIA. Quality of Life Values On the site, there are no historical, wildernesses, archaeological, cultural or protected resources, or in proximity to the site. Public facilities such as school, health care centre, power line, telephone line, are not located in the Project site area or within 8km from the site. Most of the facilities are located near to the residential areas. The main roads to be access are East Coast Highway and basic access road provided by the authorities near to the neighbourhood. ANTICIPATED ENVIRONMENTAL IMPACTS AND MITIGATION MEASURES In this section, we will disclose the potential impact of the KIA development project on the surrounding environment and suggest mitigation measures. The report will cover the potential impacts associated with design, location, construction and operation. Briefly, the impacts are summed in the next table. Other additional impact on environment also will be discussed out of the table. Loss of Ecological, Cultural, or Other Resources Action Affecting Environmental Resources and Values Possible Effects on the Environment Significance of Possible Effects Not significant Significant Low Medium Impact of KIA Design Flooding Downstream flooding, erosion X Slope erosion Siltation of caught water affecting surface water quality X Human and petroleum waste disposal Pollution of surface and groundwater X The construction of KIA will create a solid surface in the area its covers. There will be less significant impact on slope erosion and flooding or flash flooding. A proper design of the airport base and cutting-edge construction technology will alleviate adverse impact on the drainage system. The embankment that will be built at the runway strip potentially mitigates slope erosion effect. Wastewater treatment plant will be place at the site project to reduce the effect of bacteria and turbidity from human waste. KIA will use recent human waste treatment technology with environment friendly processes. It is undeniable that there will be fuel spilling occurring during the aircraft refuelling. So it is crucial to trap and treat these wastes before the wastes enter the main drainage system. To mitigate the impact, KIAs drainage system will be designed properly to channel the waste into the subsurface drains which contain trapping system to filter out the petroleum waste. Then, the petroleum waste streams to the wastewater treatment plan to break the hydrocarbon bonds which it initiated. Action Affecting Environmental Resources and Values Possible Effects on the Environment Significance of Possible Effects Not significant Significant Low Medium Impact of KIA Location Disruption of groundwater Changes in hydrologic regime Pollution by spoils leach ate impairment of profits impairment of drinking water source irrigation usage X X X Resettlement Disruption of houses X Changes in nearby land values Increases land values around the KIA and general area X Environmental aesthetics degradation environmental aesthetics values decrease X Loss of archaeological, cultural, or historical sites Loss of significant sites X The groundwater will not disrupt by the project because the level of the groundwater is 10-12 metres below the surface level of the KIAs construction site. So the Project would not impair drinking water resources and irrigation usage. The nearest residential area located about 10km outside the Project site and adequately far from airport operation. So, there is no necessary to relocate they settlement. It will be minor appreciation of land value, particularly the land that closest to the Project site and main road access, East Coast Highway and basic road access to the Project location. This impact can be mitigated by a strict regulation by the local government who may control the development project off the site. Planning, zoning and appropriate permits could help avoiding unnecessary development. Action Affecting Environmental Resources and Values Possible Effects on the Environment Significance of Possible Effects Not significant Significant Low Medium Impact during KIA Construction Sediment runoff Damage to aquatic ecology and/or flooding problems X Workers safety Hazards to workershealth and safety X Endemic communicable disease hazards Damage to workershealth X Malarial disease hazards Damage to workershealth X Slum creation hazards Slums forming in construction housing after completion X Cultural differences hazards Social disruption X Escape of hazardous materials Damage to health of nearby residents X Escape of air pollutants and dust Damage to health and nuisance X Noise and vibrations Damage to health and nuisance X Quarrying/blasting Blasting hazards Failure to restore quarry site Hazards to safety of workers and nearby residents Loss of environmental aesthetics and land values X X Disruption of nearby utilities Disruption to services X Blocking of traffic/access to the KIA Disruption of through highway traffic X During the Project construction, there are expected to subject minimal impacts, provided that the construction will adopt environment friendly and high technology design and construction practises and procedures. A contractual guarantee between the contractors and the local government will be signed before the works begin, as this agreement will be the provision to mitigate environmental impacts. Special conditions and specification will be detailed in the contract to drive the construction projects undertakings in a good manner with no unduly effect to the natural environment. The impact of sedimentation and siltation will be mitigated by structuring silt barriers and sediment ponds. These temporary retention ponds practically useful to produce topsoil for agricultural purposes because the topsoil is enriches with organic matter. There will be no quarrying activity near to the site or on the site. The noise and vibration from the construction works will be minimal as no piling and drilling activities expected. Since the residential areas are 10km away from the Project site, it is expected that dust from the main construction operations and the noise from the machinery will not affect the villagers prominently. The local government regulated that there is no construction operation allow at night, as a part of the mitigation measures. Worker safety is one of the main factor should be highlighted by the developers. The workers will be protected by a contract and insurance policy. Good construction practise guidelines must be complied to implement safe site undertakings. Apparently, there is no hazard from aircrafts onto the workers as KIA is a new airport project. Workers health will be monitored by the panel health care centres appointed by the developer companies. To mitigate traffic congestion in main access roads, contractors will construct a temporary lane especially for the trucks and heavy equipments to access easily into the Project site. Also there is no disruption of utilities expected because the Project will be powered by special generator. Action Affecting Environmental Resources and Value Possible Effects on the Environment Significance of Possible Effects Not significant Significant Low Medium Impact during KIA Operation Noise disturbance Hazard or nuisance to nearby residents X Vibration disturbance Damage to nearby residents X Water pollution Damage to surface and groundwater quality X Air pollution Hazard or nuisance to nearby residents/buildings X Erosion from newly completed earthworks Risks to aquatic ecology or flooding X Pollution from normal highway runoff Risks to aquatic ecology X Highway spills of hazardous materials Risks to residents and passerby X Escape of sanitary wastes Health hazards to passengers or nearby residents X Congestion at airport access or exit points Loss of time/air pollution X Hazards to traffic on highways near KIA from proximity to planes landing/taking off Highway accidents X As the KIA operates, there will be minimal effect of noise and vibration to residential area nearest to the airport. During the EIA study, the 10km away residents are just subject to 36-43 decibels from daily vehicle traffics. The noise analysis has been implemented using approved methods by the International Civil Aviation Organization with the help by Department of Civil Aviation of Malaysia. The analysis proved that the aircraft noise would not bring significant impact to the residential area as anticipated earlier. The sanitary wastes will be treated in the wastewater treatment plan. Therefore, there is no issue of contaminated water around the Project site. Furthermore, Malaysia has adequate experience in managing sewage treatment operation and maintenance in KIA as the plant system adopted and improved Kuala Lumpur International Airport (KLIA) wastewater management system. The system meets the World Health Organization (WHO) standards as part of the Project requirements. As explained earlier, there is minimal air pollution around the KIA site. The absence of industry around the site area minimizes the impact. Carbon emission from the operated aircrafts will not massively alter the condition. It is anticipated that during the KIA operation, the quality of life of the nearest population to be much better compare to existing life. The construction of KIA more-or-less will contribute to the advancement in the socioeconomic to the area near the KIA as well as city of Kuantan and other neighbouring districts, Pekan and Rompin. In addition, the infrastructure and public facilities indisputably will be improved due to the operation of KIA. COST BENEFIT ANALYSES Items Description Internal Rates of Return Estimated economic rate of return is 15%. Financial internal rate of return is 4.5%. An increase in financial rate is due to increase in airport rates and charges. Economic Benefits Increase in net visitor expenditure Savings travel time Value to foregone passengers and cargo traffic Savings cost in domestic aviation operation. Reduce hazards to aircrews and passengers. Generate employments Increase property values at nearest land. Project Costs Civil works Equipment and its installation works Consultation costs Supervision costs Environmental conserving costs Monitoring and Reporting Costs Monitoring environmental impacts costs Consultant and Supervision costs Maintenance costs Nonquantified Environmental Impacts Noise pollution Air pollution Surface and groundwater pollution Monitoring Program The impacts on environment of the proposed KIA Project are expected to be less significance. However, a delicate monitoring program is required to make sure the environments are not arbitrarily harmed by the irresponsible personnel. Monitoring program started as early as the Project begins. Monitoring during the construction process primarily highlighted on controlling the sedimentation and soil erosion. Water quality, worker safety and traffic smoothness also will be covered. After the project finished, estimated 4 years, monitoring program will be continued during the operational phase. Water flow and quality, noise and vibration and air quality will be checked on monthly basis. Department of Civil Aviation and Malaysia Airports Holdings Berhad are the bodies that responsible to monitor the construction process so that the Project construction progress well. Department of Environment and local authorities are responsible to monitor regulations on environmental issues. The bodies must ensure that the contractors carry out necessary controls and mitigation measures as written and signed in the contracts. Monthly progress reports on environmental monitoring process will be prepared by the appointed consultant, Gemilang Alam Sekitar (M) Sdn. Bhd. the reports will be handed to the authorities for revision. CONCLUSION From the EIA process, the KIA construction will not adversely affect the environment of the Project site, significantly. The usage of approved construction techniques will mitigate the impact of soil erosion, in fact improved the soil condition. Minor negative environment impacts can be avoided by cutting-edge technologies, good management on the Project site and appropriate regulations. Monitoring program is necessary to review the construction works from the pre-construction until the post-construction phases. In order to make sure the monitoring program succeeded, consultants and government bodies must play their role well, so that, there will be no more harm to the environment.

Wakefield Essay -- Literary Analysis, Hawthorne

What Was He Thinking? What would you think of a man who left his family, moved over to the next street to watch their lives unfold, and then returned after twenty years as if nothing had happened? What could drive a man to such bizarre behavior? These are the issues that Nathaniel Hawthorne deals with in the story of Mr. Wakefield. The very idea that a man could possibly do such a thing makes the audience want to understand his intentions. It is hard for a modern audience to make sense of such a story because television shows and movies have made today’s society focus so much on easily apparent themes or morals. Hawthorne used this story to examine society’s motivations. In his short story â€Å"Wakefield,† it is necessary that Hawthorne uses the narrator as a tool to shed light on Mr. Wakefield’s motives as well as to emphasize the story’s theme, that an individual can only appreciate and understand his life by looking in on it from the outside. In Hawthorne’s â€Å"Wakefield† the narrator’s thoughts and comments bring insight into the motivations of the character of the story. The story includes a long introduction in which the narrator, Hawthorne, describes how he heard the curious story of Mr. Wakefield. Hawthorne supplies his audience with a condensed version of the entire plot of the story. With this introduction, Hawthorne has already informed the audience of the story’s intriguing plot and this intensifies the audience’s desire to find out Mr. Wakefield’s motivations because they cannot comprehend why he would do such a thing. The audience will try to make sense of Mr. Wakefield’s actions, but they will not find a logical explanation. The story may seem unreal but the reader must take the story as it is and focus on the charact... ..., would argue that Hawthorne was showing his modernism by writing about the strange habits of human nature. Others, such as Morsberger would argue that the story of Wakefield simply mirrors many of Hawthorne’s other works. I do not disagree with either viewpoint, but I feel that Hawthorne simply wanted to create an intriguing story that dealt with people’s motivations. I would argue that he wrote this story to examine a side of human nature that is often forgotten or intentionally left out of a large portion of literature. Hawthorne is able to place the reader within the mind of Mr. Wakefield through his unique approach to story-telling. The result is a fascinating look into the mind of a very interesting character. Hawthorne has done such a wonderful job of luring in the reader that it takes only a few minutes to read â€Å"Wakefield,† but you will never forget it.

Interview Skills

INTERVIEW SKILLS Interviewing: The job interview can be a pleasant and rewarding experience. It gives you and the employer a chance to discuss your qualifications and determine if a match can be made. Interviews vary in style length and can have a number of different interviewers depending upon the organization, so try to prepare for anything. Interview Styles: Directed This consists of a list of specific questions, which are in a certain order every time. Sometimes a checklist will be used to record your answers. Non-directedThis style consists of broad open-ended questions designed to get you to talk about yourself. It is more conversational in tone than the directed interview. Stress This is an interview designed to see how well you handle stress. Stress interviews are normally used in interviewing for top level positions. However, most interviews do not follow a specific style, but interviews may use their own combination of types instead. Regardless of the style or styles used, an interviewer is basically interested in two things: †¢ WHY ARE YOU INTERESTED IN THE COMPANY? WHAT CAN YOU OFFER THE COMPANY? Stages of the Interview An interview usually consists of four stages: BREAKING THE ICE This is to help both you and the interviewer â€Å"tune in† to the interview situation. It usually consists of small talk about the weather, your trip to the interview and so on. The content and the duration of this stage is controlled by the interviewer. SHARING OF GENERAL INFORMATION The interviewer will begin to tell you something about the company and the position that is open. You, in turn, can begin to tell the interviewer how your skills will relate to the position.You should be concise, using specific examples when ever possible. AMPLIFICATION AND SHARPENING OF FOCUS At this point in the interview, you will be offering a lot of information about yourself. You will be questioned about your work-related values, goals and aspirations. Your qualifications will be explored in detail. The interviewer will be trying to find a fit between you and the position. TRYING IT OGETHER This is the conclusion of the interview. You should clarify the information you have about the next contact. Find out if the interviewer will call you and how soon can be expected.If you are interested in the job, this is a good time to let the interviewer know. Planning for the Interview: SELF-ASSESSMENT Identify who you are, where you want to go, and how you plan to get there. Analyze your: †¢ Strengths †¢ Weaknesses †¢ Academic Performance †¢ Career Interests †¢ Personal Goals †¢ Work Experiences †¢ Special Skills Upon completion of this self-assessment you should be confident in your ability to ace the interview. RESEARCH YOUR PROSPECTIVE EMPLOYER Candidates who demonstrate knowledge of their organization and their community impress employers.You should acquire some knowledge concerning the size of the organization, criteria for evaluation of personnel, orientation and development programs, geographical location, and industrial and recreational profile of the community, and products produced. Research of this nature is easily accomplished through use of the Chamber of Commerce located in the geographical area of your choice and variety of other sources. Research often raises questions of importance that you can have answered at the interview. Remember, you are seeking a career, not just a job. THE INTERVIEW 1. Be punctual. Always allow ample time to get ready for your interview. The interview is on a schedule too and you may miss the opportunity you have anticipated for a long time). 2. Dress conservatively and professional. Men should wear a tie and suit. Women should apply cosmetics in keeping with good taste. Avoid â€Å"over doing it†. Careful grooming of hair, fingernails, shoes and clothes is very important of the both sexes. 3. Expect to be nervous at the outset. Nervousness is a natural f unction of your system, which helps you perform at your very best. The time to worry is when you do not become nervous. 4. Introduce yourself with a strong, confident handshake and look the interviewer directly in the eye.A strong first impression will set a positive tone for the interview. 5. Tune in with the interviewer and follow the pattern he or she sets. Be alert, maintain good posture, and relax as much as possible and listen. 6. Talk in a normal tone of voice and maintain frequent eye contact. 7. When responding to a question, pause and think about what you are about to say. Say something other than just â€Å"yes† or â€Å"no†. Intelligent, well thought-out answer put pluses beside your name. 8. Look for the sign of restlessness in the interviewer and for signs that he or she is about to terminate the interview. (Always leave termination up to the interviewer).When asked â€Å"Do you have any further questions? † respond as you needs demand. 9. Exit fro m the interview after expressing a sincere interest in the position. The employer will never know the extent of your interest unless you express it. If you want the job, ask for it. 10. Record results as you viewed them, both objectively and subjectively. Be certain that you know what the next step is – they will contact you, you must contact them, etc. FOLLOWING THE INTERVIEW Provide the credentials, references, or transcripts as requested by the interviewers as soon as possible. Follow-up with a short, typed letter of appreciation for the interview.This does not include the campaign unless you have been offered a position at this point. Now you need persistence in follow-up. Questions most often asked by the Interviewers: Study the following questions and be prepared to answer them in a positive and concise manner. This is not a comprehensive list, so be prepared for other questions too. 1. Why do you want to work here? 2. What kind of experience do you have for this job? 3 . What would you like to be doing five years from now? 4. What are your biggest accomplishments? 5. What is your greatest strength? What is your greatest personal asset?Your greatest weakness? 6. What interests you most about this job? 7. Why should I hire you? 8. Describe a difficult problem you’ve had deal with? 9. What would you references say? 10. What was the last book you read (or movie you saw)? 11. What salary do you expect? Answer: â€Å"Competitive† or â€Å"Appropriate to my experience and potential†) 12. How do you handle tension? 13. Describe a situation where your work or an idea was criticized. 14. Tell me about yourself. 15. What is the most difficult situation you have faced? 16. What have you done that shows initiative? 17. Do you prefer working with others or alone? 18.Explain your role as a group/team member? 19. What do you know about our company? 20. What are your future career plans? 21. What courses did you like best? Least? Why? 22. Why did you choose your particular field of work? 23. Have you held any leadership positions? 24. Have you plans for future education? 25. How do you think a friend or professor who knows you well would describe you? 26. Why do you want this job? 27. How has your college experience prepared you for your chosen career? The Importance of Asking Questions: Questioning the employer with logical, well thought-out questions tends to indicate a high degree of interest.Interest on your part tends to evoke interest from others. Questions also imply that you are sincere in the job hunting process and all employees’ desire sincerity. Conversely, questions, which are not logical, not well defined and /or asked just for the sake of asking leaves the recruiter with an impression of falseness. Therefore, prepare for the interview: read the organizational literature: talk to others who may be more aware of the particular organizational in which you are interested: and if need be prepare a list o f logical, well defined questions to ask the interviewer.Questions you may ask: (Questions are pertinent only if the answer helps you) 1. What might be typical first impression? 2. Why do you think this job might be the right spot for me? 3. How is your performance appraisal system structures and how often will I be evaluated? 4. Why did you join the company? How long have you been here? What is about the company that keeps you here? 5. To whom do I report? 6. What are realistic chances for growth in the job? 7. Please describe a typical day on-the-job? 8. Describe your deal candidate for this position? 9.What are the basic responsibilities of this position, and how much time will be spent on each? 10. With whom will I be working? 11. What are the major problems faced by this area of the company? 12. How much travel, and of what duration, is expected? 13. How much pressure might I encounter? 14. What style of management prevails in this area or in the company? 15. What’s the next step in the selection process? 16. Where is the organization going? 17. In the last five years, how many persons have held this position? 18. May I have the copy of the job description? (Ask for this when you set-up the interview).The questions you have just read are examples of questions to use in an interview. It will be to your advantage to develop questions of your own and to work them in your own style. KNOCKOUT FACTORS These are reasons why candidates receive rejection replies and are listed in order of frequency mention by recruiters. 1. Negative personality or poor impression: More specifically, lack of motivation, ambition, maturity, aggressiveness or enthusiasm. 2. Inability to communicate – Poor communication skills 3. Lack of competence – Inadequate preparation 4. Unidentified goals 5. Unrealistic expectation 6.Lack of interest in the type of work. 7. Unwillingness to travel or to relocate 8. Poor preparation for the interview 9. Lack of work experienc e 10. Bad references 11. Poor appearance WHY PEOPLE ARE HIRED: 1. Positive attitude 2. Good presentation of skills needed by employer for the position. 3. Professional in all contacts. 4. Good rapport with interviewer, including letter, phone call, and face to face contact 5. Past experience that supports qualifications for the opening 6. Provides knowledgeable questions and statements about company and job opening, thus providing commitment to research. . Professional appearance, including appropriate dress, neat and clean personal grooming, and friendly attitude. INFORMAL INTERVIEW: This type of interview is very helpful in exploring different careers and networking in your chosen field. It is an integral part of the job search process and all interview skills previously mentioned also apply to this type of interview. The biggest difference between information and job interviews is that in an information interview there is little or no pressure to obtain a job offer, so you can re lax, be yourself and gather as much information as possible.We strongly recommend that you conduct several information interviews, as you will learn more about the field, make valuable contacts, gain interview experience and possibly uncover unadvertised job openings. INFORMATION INTERVIEWS: 5 Steps to Set-Up 1. Identify the career fields, industries, and organizations that you want to investigate further. Try to target areas that seem to match up most closely with your skills, interests, values and personality style. 2. Ask people you know (relatives, acquaintances, friends, colleagues, past employers) if they can introduce you to someone who works there. 3.Use the Encyclopedia of Associations to identify professional groups in your target areas. If there is a local chapter, plan to attend one of it’s monthly meetings to make new contacts. Also, ask if there is a membership directorship. You can use this list to target people who are appropriate contacts for informational in terviews. 4. Once you have identified the people you want to meet, you can contact them by letter or telephone to schedule a convenient time to talk. During your initial contact, you must briefly tell them who you are, explain why you are contacting them, and ask for a short meeting.If they decline, ask if there is anyone else they can recommend that you call or write. If the answer is still â€Å"no†, ask if they have any other ideas about how you might go about meeting people in their field. 5. Before the interview, plan a trip to the library. Read trade journals, annual reports, and other printed materials to glean as much information as possible in advance. Then you will be able to present yourself as a knowledgeable interviewee. INFORMATION INTERVIEW QUESTIONS: Here are some sample questions to get you started. This list is not comprehensive, so please feel free to make up your own: 1.What is a typical day like? What do you actually do? What do you actually do? 2. What d o the really successful people do better than the others? 3. What are the opportunities for advancement within this field or company? 4. How did you get into this field? 5. What do you specially enjoy about your work? 6. What are the frustrations? 7. What degrees or training are necessary for this kind of work? 8. Are there professional trade journals I should read? Which ones? 9. Where, in your opinion, is the best place to look for a job in this field? 10. Is government funding any part of this field? 1. Is there a deficit personal in any part of this field? 12. What are the starting salaries at entry level in this field? 13. What professional organizations do you belong to? Should I join them now? 14. Are you doing what you thought you’d be going when you started? 15. What are some of the difficulties, problems areas, and snarls of this position? 16. How mobile and flexible can you are in this occupation? Location? Hours? 17. How secure is your job? Others in this field? 1 8. If you were starting out again, what would you differently? 19. What is the future potential for growth?What areas do you feel promise the most growth? 20. Do you think there is a need for the kind of services (or product) I can offer? 21. Is working for this organization, or one like it, a good way to get into the field? 22. Is there any personal advice you would give a person entering this field? 23. What are some of the most important factors that contributed to your success? 24. What skills are most important for your kind of work 25. Can you give me the names of other people who might provide mw with additional information? May I use your name? DRESSING FOR INTERVIEW SUCCESS:The instant we set eyes on someone, our minds make evaluations and adjustments at lightening speed. The same is true for potential employers who must assess us so. If you follow the adage â€Å" what you sees is what you get†, you need to look the part or don’t to look the part or donâ€⠄¢t expect an offer. To help you pull together your winning look, review the following guidelines: MEN Suit: Colors †¢ Navy thru Teal Blue †¢ Charcoal thru Light gray †¢ Brown †¢ Beige †¢ Solid colors and pinstripes are acceptable Note: The darker the suit the more authorities it carries. (Caution: never wear back unless applying for an undertaker’s job. Shirt: †¢ Always wear a long-sleeves shirt †¢ Always wear a white or pale blue shirt. Shirts with very thin red or blue pinstripe are acceptable, but not the best. A solid white shirt conveys honesty, intelligence and stability: this should be your 1st choice. †¢ Fabric: Cotton – looks better and absorbs perspiration better. †¢ Iron and starch your shirt. For the best look have it professionally pressed. Neckwear: †¢ Tie: should compliment your suit – not match it. †¢ Fabric: pure silk – makes most powerful impact best choice. Linen: too formal, wrink les too easily, can only be worn in warmer weather.Wool: casual in appearance and has knot problems. †¢ Size: General rule of thumb : the width of your tie should approximate the width of your lapels (anywhere form 2 ? † to 3 ? †). †¢ Length: tie should extend to your trouser belt. †¢ Styles: Best choices : solids, foulards, stripes and paisleys, do not wear: large polka dots, pictures of animals sporting symbols or manufacturers symbols, or a bow tie or matching tie and pocket square. Shoes: †¢ Colors: black or brown leather †¢ Style: lace-up wing tips, slip on (not boat shoes). Socks: †¢ Blue, black, gray or brown – should compliment your suit. Length: tall enough for you to cross your legs and not show skin. †¢ Make sure they don’t fall down and bunch up around your ankle (elastic reinforced over-the-calf socks are best). Accessories: †¢ The Guiding Principle: Do not wear anything that could be conceivably misconst rued or leave a bad impression. Never wear any religious or political insignia in the form of rings, ties or pins. †¢ Watch: simple and plain is your best bet. †¢ Briefcase: make strong professional statement/ leather – best – colors: brown or burgundy /design: plain lines – no decoration needed. Belt: should match or compliment your shoes / plain leather with a small buckle. †¢ Jewelry: wedding band if applicable – any thing more is dangerous. †¢ Overcoats: blue or beige is your best bets – avoid wearing one if you can, as it’s another thing to carry and lug around. Both: †¢ Keep hair neat and trim and in a conservative style. †¢ Do not wear after shave or perfume, you are interviewing for a job not a date. †¢ Clean your hands and nails. If polished, make sure there are no chips. †¢ Make sure you have fresh breath. WOMEN Suit: Colors: †¢ Charcoal †¢ Medium Gray †¢ Steel Gray †¢ Bla ck Navy Blue †¢ Solids, pinstripe and plaids are acceptable †¢ Fabric: 100% wool is your best choice. Linen is acceptable: however it wrinkles like crazy. †¢ Skirt Length: Don’t wear anything that soars to the upper thigh if you want to be taken seriously, as an applicant. Safe Bet-Skirt should fall just below the knee. Blouse: †¢ Wear long sleeves: they project the authoritative professional look you desire. †¢ Never wear a sleeveless blouse. †¢ Colors: solid colors are best white, gray, pink or pale blue. †¢ Fabrics: cotton or silk †¢ Style: front tie bow, asymmetrical and button down are all good.Scarves: †¢ They say something dramatic about you make sure it is positive. †¢ Fabric: pure silk is best as it offers a conservative look, a good finish and tie well. †¢ Colors/ Styles: solids, foulards, small polka dots, paisleys Shoes: †¢ Colors – brown, navy, red, black, or burgundy leather (stay away from faddi sh or multi-colors) †¢ Heel Height: flats to 1 ? heels are okay. Avoid â€Å"high† heels as you will look and feel wobbly. †¢ Styles: the classic pump, closed heel with a slightly open toe and sling black with closed toe are all acceptable. †¢ Stockings †¢ Color: neutral skin tones. Since they are prone to run at the worst possible moment, keep on extra pair in your purse or briefcase. Accessories: †¢ Briefcase: a symbol of authority – use one (but do not bring your purse too – too much o juggle) / brown, burgundy, blue or black leather. †¢ Belts – should match or compliment shoes. It is a functional item, if it is instantly noticeable it is wrong. Jewelry: †¢ Main premise: less is more. †¢ Restrict rings to wedding and engagement if applicable. †¢ Necklace and earrings are okay if subdued and professional looking. Make-up: †¢ Take care to never appear overly made-up. Natural is the key word. †¢ Eye m ake-up should be subtle so as not to overwhelm the rest of your face. †¢ Lipstick – apply sparingly and carefully. Use a subdued color. Body Language: Action speaks louder than words and this holds very true in an interview situation. The impression you make in the first few minutes of the interview will be the most lasting, so you need to be conscious of both your words and you body language. Here are few tips to help make sure you are sending the right signals. 1. The Handshake – should be professional and polite – a firm grip and warm smile. practice this if you need to). 2. Personal Zone – never encroach on another person’s space – maintain the 30-inch standard. 3. Seating – wait till the interviewer offers you a seat. Sit straight and lean forward a little shows interest. 4. Eyes – look at the interviews (don’t stare) it shows interest in the person and the position. M=Never look down. 5. Head – slow nod ding indicates interest and validation of interviewer’s comments. 6. Mouth – offer an unforced, confident smile as often as the circumstances allow. 7. Glasses – don’t wear sunglasses – gives impression of secretive, cold and devious. . Arms – do not fold or â€Å"protect† chest with hands, clipboard, etc. This sends negative messages (i. e: I’m nervous and closed for business). 9. Hands – watch out for fidgeting with themselves or other objects. 10. Legs – crossed legs send mixed signals – it is safer to keep your legs together with your feet on the floor. 11. Feet – beware of compulsive tapping and avoid dangling your shoe from your toes. 12. Walking – keep shoulder back, maintain an erect posture, smile and make eye contact when appropriate. Some last Reminders: Don’t forget to bring: Several copies of your resume †¢ Pad of paper †¢ Pen †¢ Reference list †¢ Letter of Recommendation †¢ Directions to interview and telephone number’s †¢ Your job-related questions to ask †¢ Any information on the company Faux Pas’: Things to be sure not to do during the interview: †¢ Use first name (unless asked) †¢ Smoke (even if invited) †¢ Sit down (until invited) †¢ Show anxiety and boredom †¢ Look at you watch †¢ Discuss equal rights, race, sex, national origin, religion or age †¢ Show samples of your work (unless requested) †¢ Ask about salary, benefits and vacation. Interview Skills INTERVIEW SKILLS Interviewing: The job interview can be a pleasant and rewarding experience. It gives you and the employer a chance to discuss your qualifications and determine if a match can be made. Interviews vary in style length and can have a number of different interviewers depending upon the organization, so try to prepare for anything. Interview Styles: Directed This consists of a list of specific questions, which are in a certain order every time. Sometimes a checklist will be used to record your answers. Non-directedThis style consists of broad open-ended questions designed to get you to talk about yourself. It is more conversational in tone than the directed interview. Stress This is an interview designed to see how well you handle stress. Stress interviews are normally used in interviewing for top level positions. However, most interviews do not follow a specific style, but interviews may use their own combination of types instead. Regardless of the style or styles used, an interviewer is basically interested in two things: †¢ WHY ARE YOU INTERESTED IN THE COMPANY? WHAT CAN YOU OFFER THE COMPANY? Stages of the Interview An interview usually consists of four stages: BREAKING THE ICE This is to help both you and the interviewer â€Å"tune in† to the interview situation. It usually consists of small talk about the weather, your trip to the interview and so on. The content and the duration of this stage is controlled by the interviewer. SHARING OF GENERAL INFORMATION The interviewer will begin to tell you something about the company and the position that is open. You, in turn, can begin to tell the interviewer how your skills will relate to the position.You should be concise, using specific examples when ever possible. AMPLIFICATION AND SHARPENING OF FOCUS At this point in the interview, you will be offering a lot of information about yourself. You will be questioned about your work-related values, goals and aspirations. Your qualifications will be explored in detail. The interviewer will be trying to find a fit between you and the position. TRYING IT OGETHER This is the conclusion of the interview. You should clarify the information you have about the next contact. Find out if the interviewer will call you and how soon can be expected.If you are interested in the job, this is a good time to let the interviewer know. Planning for the Interview: SELF-ASSESSMENT Identify who you are, where you want to go, and how you plan to get there. Analyze your: †¢ Strengths †¢ Weaknesses †¢ Academic Performance †¢ Career Interests †¢ Personal Goals †¢ Work Experiences †¢ Special Skills Upon completion of this self-assessment you should be confident in your ability to ace the interview. RESEARCH YOUR PROSPECTIVE EMPLOYER Candidates who demonstrate knowledge of their organization and their community impress employers.You should acquire some knowledge concerning the size of the organization, criteria for evaluation of personnel, orientation and development programs, geographical location, and industrial and recreational profile of the community, and products produced. Research of this nature is easily accomplished through use of the Chamber of Commerce located in the geographical area of your choice and variety of other sources. Research often raises questions of importance that you can have answered at the interview. Remember, you are seeking a career, not just a job. THE INTERVIEW 1. Be punctual. Always allow ample time to get ready for your interview. The interview is on a schedule too and you may miss the opportunity you have anticipated for a long time). 2. Dress conservatively and professional. Men should wear a tie and suit. Women should apply cosmetics in keeping with good taste. Avoid â€Å"over doing it†. Careful grooming of hair, fingernails, shoes and clothes is very important of the both sexes. 3. Expect to be nervous at the outset. Nervousness is a natural f unction of your system, which helps you perform at your very best. The time to worry is when you do not become nervous. 4. Introduce yourself with a strong, confident handshake and look the interviewer directly in the eye.A strong first impression will set a positive tone for the interview. 5. Tune in with the interviewer and follow the pattern he or she sets. Be alert, maintain good posture, and relax as much as possible and listen. 6. Talk in a normal tone of voice and maintain frequent eye contact. 7. When responding to a question, pause and think about what you are about to say. Say something other than just â€Å"yes† or â€Å"no†. Intelligent, well thought-out answer put pluses beside your name. 8. Look for the sign of restlessness in the interviewer and for signs that he or she is about to terminate the interview. (Always leave termination up to the interviewer).When asked â€Å"Do you have any further questions? † respond as you needs demand. 9. Exit fro m the interview after expressing a sincere interest in the position. The employer will never know the extent of your interest unless you express it. If you want the job, ask for it. 10. Record results as you viewed them, both objectively and subjectively. Be certain that you know what the next step is – they will contact you, you must contact them, etc. FOLLOWING THE INTERVIEW Provide the credentials, references, or transcripts as requested by the interviewers as soon as possible. Follow-up with a short, typed letter of appreciation for the interview.This does not include the campaign unless you have been offered a position at this point. Now you need persistence in follow-up. Questions most often asked by the Interviewers: Study the following questions and be prepared to answer them in a positive and concise manner. This is not a comprehensive list, so be prepared for other questions too. 1. Why do you want to work here? 2. What kind of experience do you have for this job? 3 . What would you like to be doing five years from now? 4. What are your biggest accomplishments? 5. What is your greatest strength? What is your greatest personal asset?Your greatest weakness? 6. What interests you most about this job? 7. Why should I hire you? 8. Describe a difficult problem you’ve had deal with? 9. What would you references say? 10. What was the last book you read (or movie you saw)? 11. What salary do you expect? Answer: â€Å"Competitive† or â€Å"Appropriate to my experience and potential†) 12. How do you handle tension? 13. Describe a situation where your work or an idea was criticized. 14. Tell me about yourself. 15. What is the most difficult situation you have faced? 16. What have you done that shows initiative? 17. Do you prefer working with others or alone? 18.Explain your role as a group/team member? 19. What do you know about our company? 20. What are your future career plans? 21. What courses did you like best? Least? Why? 22. Why did you choose your particular field of work? 23. Have you held any leadership positions? 24. Have you plans for future education? 25. How do you think a friend or professor who knows you well would describe you? 26. Why do you want this job? 27. How has your college experience prepared you for your chosen career? The Importance of Asking Questions: Questioning the employer with logical, well thought-out questions tends to indicate a high degree of interest.Interest on your part tends to evoke interest from others. Questions also imply that you are sincere in the job hunting process and all employees’ desire sincerity. Conversely, questions, which are not logical, not well defined and /or asked just for the sake of asking leaves the recruiter with an impression of falseness. Therefore, prepare for the interview: read the organizational literature: talk to others who may be more aware of the particular organizational in which you are interested: and if need be prepare a list o f logical, well defined questions to ask the interviewer.Questions you may ask: (Questions are pertinent only if the answer helps you) 1. What might be typical first impression? 2. Why do you think this job might be the right spot for me? 3. How is your performance appraisal system structures and how often will I be evaluated? 4. Why did you join the company? How long have you been here? What is about the company that keeps you here? 5. To whom do I report? 6. What are realistic chances for growth in the job? 7. Please describe a typical day on-the-job? 8. Describe your deal candidate for this position? 9.What are the basic responsibilities of this position, and how much time will be spent on each? 10. With whom will I be working? 11. What are the major problems faced by this area of the company? 12. How much travel, and of what duration, is expected? 13. How much pressure might I encounter? 14. What style of management prevails in this area or in the company? 15. What’s the next step in the selection process? 16. Where is the organization going? 17. In the last five years, how many persons have held this position? 18. May I have the copy of the job description? (Ask for this when you set-up the interview).The questions you have just read are examples of questions to use in an interview. It will be to your advantage to develop questions of your own and to work them in your own style. KNOCKOUT FACTORS These are reasons why candidates receive rejection replies and are listed in order of frequency mention by recruiters. 1. Negative personality or poor impression: More specifically, lack of motivation, ambition, maturity, aggressiveness or enthusiasm. 2. Inability to communicate – Poor communication skills 3. Lack of competence – Inadequate preparation 4. Unidentified goals 5. Unrealistic expectation 6.Lack of interest in the type of work. 7. Unwillingness to travel or to relocate 8. Poor preparation for the interview 9. Lack of work experienc e 10. Bad references 11. Poor appearance WHY PEOPLE ARE HIRED: 1. Positive attitude 2. Good presentation of skills needed by employer for the position. 3. Professional in all contacts. 4. Good rapport with interviewer, including letter, phone call, and face to face contact 5. Past experience that supports qualifications for the opening 6. Provides knowledgeable questions and statements about company and job opening, thus providing commitment to research. . Professional appearance, including appropriate dress, neat and clean personal grooming, and friendly attitude. INFORMAL INTERVIEW: This type of interview is very helpful in exploring different careers and networking in your chosen field. It is an integral part of the job search process and all interview skills previously mentioned also apply to this type of interview. The biggest difference between information and job interviews is that in an information interview there is little or no pressure to obtain a job offer, so you can re lax, be yourself and gather as much information as possible.We strongly recommend that you conduct several information interviews, as you will learn more about the field, make valuable contacts, gain interview experience and possibly uncover unadvertised job openings. INFORMATION INTERVIEWS: 5 Steps to Set-Up 1. Identify the career fields, industries, and organizations that you want to investigate further. Try to target areas that seem to match up most closely with your skills, interests, values and personality style. 2. Ask people you know (relatives, acquaintances, friends, colleagues, past employers) if they can introduce you to someone who works there. 3.Use the Encyclopedia of Associations to identify professional groups in your target areas. If there is a local chapter, plan to attend one of it’s monthly meetings to make new contacts. Also, ask if there is a membership directorship. You can use this list to target people who are appropriate contacts for informational in terviews. 4. Once you have identified the people you want to meet, you can contact them by letter or telephone to schedule a convenient time to talk. During your initial contact, you must briefly tell them who you are, explain why you are contacting them, and ask for a short meeting.If they decline, ask if there is anyone else they can recommend that you call or write. If the answer is still â€Å"no†, ask if they have any other ideas about how you might go about meeting people in their field. 5. Before the interview, plan a trip to the library. Read trade journals, annual reports, and other printed materials to glean as much information as possible in advance. Then you will be able to present yourself as a knowledgeable interviewee. INFORMATION INTERVIEW QUESTIONS: Here are some sample questions to get you started. This list is not comprehensive, so please feel free to make up your own: 1.What is a typical day like? What do you actually do? What do you actually do? 2. What d o the really successful people do better than the others? 3. What are the opportunities for advancement within this field or company? 4. How did you get into this field? 5. What do you specially enjoy about your work? 6. What are the frustrations? 7. What degrees or training are necessary for this kind of work? 8. Are there professional trade journals I should read? Which ones? 9. Where, in your opinion, is the best place to look for a job in this field? 10. Is government funding any part of this field? 1. Is there a deficit personal in any part of this field? 12. What are the starting salaries at entry level in this field? 13. What professional organizations do you belong to? Should I join them now? 14. Are you doing what you thought you’d be going when you started? 15. What are some of the difficulties, problems areas, and snarls of this position? 16. How mobile and flexible can you are in this occupation? Location? Hours? 17. How secure is your job? Others in this field? 1 8. If you were starting out again, what would you differently? 19. What is the future potential for growth?What areas do you feel promise the most growth? 20. Do you think there is a need for the kind of services (or product) I can offer? 21. Is working for this organization, or one like it, a good way to get into the field? 22. Is there any personal advice you would give a person entering this field? 23. What are some of the most important factors that contributed to your success? 24. What skills are most important for your kind of work 25. Can you give me the names of other people who might provide mw with additional information? May I use your name? DRESSING FOR INTERVIEW SUCCESS:The instant we set eyes on someone, our minds make evaluations and adjustments at lightening speed. The same is true for potential employers who must assess us so. If you follow the adage â€Å" what you sees is what you get†, you need to look the part or don’t to look the part or donâ€⠄¢t expect an offer. To help you pull together your winning look, review the following guidelines: MEN Suit: Colors †¢ Navy thru Teal Blue †¢ Charcoal thru Light gray †¢ Brown †¢ Beige †¢ Solid colors and pinstripes are acceptable Note: The darker the suit the more authorities it carries. (Caution: never wear back unless applying for an undertaker’s job. Shirt: †¢ Always wear a long-sleeves shirt †¢ Always wear a white or pale blue shirt. Shirts with very thin red or blue pinstripe are acceptable, but not the best. A solid white shirt conveys honesty, intelligence and stability: this should be your 1st choice. †¢ Fabric: Cotton – looks better and absorbs perspiration better. †¢ Iron and starch your shirt. For the best look have it professionally pressed. Neckwear: †¢ Tie: should compliment your suit – not match it. †¢ Fabric: pure silk – makes most powerful impact best choice. Linen: too formal, wrink les too easily, can only be worn in warmer weather.Wool: casual in appearance and has knot problems. †¢ Size: General rule of thumb : the width of your tie should approximate the width of your lapels (anywhere form 2 ? † to 3 ? †). †¢ Length: tie should extend to your trouser belt. †¢ Styles: Best choices : solids, foulards, stripes and paisleys, do not wear: large polka dots, pictures of animals sporting symbols or manufacturers symbols, or a bow tie or matching tie and pocket square. Shoes: †¢ Colors: black or brown leather †¢ Style: lace-up wing tips, slip on (not boat shoes). Socks: †¢ Blue, black, gray or brown – should compliment your suit. Length: tall enough for you to cross your legs and not show skin. †¢ Make sure they don’t fall down and bunch up around your ankle (elastic reinforced over-the-calf socks are best). Accessories: †¢ The Guiding Principle: Do not wear anything that could be conceivably misconst rued or leave a bad impression. Never wear any religious or political insignia in the form of rings, ties or pins. †¢ Watch: simple and plain is your best bet. †¢ Briefcase: make strong professional statement/ leather – best – colors: brown or burgundy /design: plain lines – no decoration needed. Belt: should match or compliment your shoes / plain leather with a small buckle. †¢ Jewelry: wedding band if applicable – any thing more is dangerous. †¢ Overcoats: blue or beige is your best bets – avoid wearing one if you can, as it’s another thing to carry and lug around. Both: †¢ Keep hair neat and trim and in a conservative style. †¢ Do not wear after shave or perfume, you are interviewing for a job not a date. †¢ Clean your hands and nails. If polished, make sure there are no chips. †¢ Make sure you have fresh breath. WOMEN Suit: Colors: †¢ Charcoal †¢ Medium Gray †¢ Steel Gray †¢ Bla ck Navy Blue †¢ Solids, pinstripe and plaids are acceptable †¢ Fabric: 100% wool is your best choice. Linen is acceptable: however it wrinkles like crazy. †¢ Skirt Length: Don’t wear anything that soars to the upper thigh if you want to be taken seriously, as an applicant. Safe Bet-Skirt should fall just below the knee. Blouse: †¢ Wear long sleeves: they project the authoritative professional look you desire. †¢ Never wear a sleeveless blouse. †¢ Colors: solid colors are best white, gray, pink or pale blue. †¢ Fabrics: cotton or silk †¢ Style: front tie bow, asymmetrical and button down are all good.Scarves: †¢ They say something dramatic about you make sure it is positive. †¢ Fabric: pure silk is best as it offers a conservative look, a good finish and tie well. †¢ Colors/ Styles: solids, foulards, small polka dots, paisleys Shoes: †¢ Colors – brown, navy, red, black, or burgundy leather (stay away from faddi sh or multi-colors) †¢ Heel Height: flats to 1 ? heels are okay. Avoid â€Å"high† heels as you will look and feel wobbly. †¢ Styles: the classic pump, closed heel with a slightly open toe and sling black with closed toe are all acceptable. †¢ Stockings †¢ Color: neutral skin tones. Since they are prone to run at the worst possible moment, keep on extra pair in your purse or briefcase. Accessories: †¢ Briefcase: a symbol of authority – use one (but do not bring your purse too – too much o juggle) / brown, burgundy, blue or black leather. †¢ Belts – should match or compliment shoes. It is a functional item, if it is instantly noticeable it is wrong. Jewelry: †¢ Main premise: less is more. †¢ Restrict rings to wedding and engagement if applicable. †¢ Necklace and earrings are okay if subdued and professional looking. Make-up: †¢ Take care to never appear overly made-up. Natural is the key word. †¢ Eye m ake-up should be subtle so as not to overwhelm the rest of your face. †¢ Lipstick – apply sparingly and carefully. Use a subdued color. Body Language: Action speaks louder than words and this holds very true in an interview situation. The impression you make in the first few minutes of the interview will be the most lasting, so you need to be conscious of both your words and you body language. Here are few tips to help make sure you are sending the right signals. 1. The Handshake – should be professional and polite – a firm grip and warm smile. practice this if you need to). 2. Personal Zone – never encroach on another person’s space – maintain the 30-inch standard. 3. Seating – wait till the interviewer offers you a seat. Sit straight and lean forward a little shows interest. 4. Eyes – look at the interviews (don’t stare) it shows interest in the person and the position. M=Never look down. 5. Head – slow nod ding indicates interest and validation of interviewer’s comments. 6. Mouth – offer an unforced, confident smile as often as the circumstances allow. 7. Glasses – don’t wear sunglasses – gives impression of secretive, cold and devious. . Arms – do not fold or â€Å"protect† chest with hands, clipboard, etc. This sends negative messages (i. e: I’m nervous and closed for business). 9. Hands – watch out for fidgeting with themselves or other objects. 10. Legs – crossed legs send mixed signals – it is safer to keep your legs together with your feet on the floor. 11. Feet – beware of compulsive tapping and avoid dangling your shoe from your toes. 12. Walking – keep shoulder back, maintain an erect posture, smile and make eye contact when appropriate. Some last Reminders: Don’t forget to bring: Several copies of your resume †¢ Pad of paper †¢ Pen †¢ Reference list †¢ Letter of Recommendation †¢ Directions to interview and telephone number’s †¢ Your job-related questions to ask †¢ Any information on the company Faux Pas’: Things to be sure not to do during the interview: †¢ Use first name (unless asked) †¢ Smoke (even if invited) †¢ Sit down (until invited) †¢ Show anxiety and boredom †¢ Look at you watch †¢ Discuss equal rights, race, sex, national origin, religion or age †¢ Show samples of your work (unless requested) †¢ Ask about salary, benefits and vacation.

British Petroleum

Takeover refers to the purchase of one company by the other and technically deals with acquisition of a listed company by one or more companies which are at better financial and economic position than the company being acquired. BP is on verge of a takeover and the following paper presents analysis of the company. The company is British owned and it has branches in various countries around the globe.The institution is found in energy industry and its one of the biggest and most valued energy supply and distribution institution in the world. Theoretically the history of the company is very complicated as it’s very rich, varied and unique status. The following paper gives complete analysis of problems facing the company especially the one involved before and after the drastic oil spill in the Gulf of Mexico and consists of references to various journals, business literature, and scholarly literature materials.This paper describes the activities and discusses the conventional rea sons for a takeover, their advantages and disadvantages, and strategic considerations that can be made to prevent a possible takeover. Introduction British petroleum (BP) company is an international energy production and supply company with its head quarters London, United Kingdom. By margin BP is the 3rd largest energy company and the 4th biggest company in the world (Datamonitor , 2009, p, 45).The company has operated in the energy sector for many years and it has gained reputation of being trustworthy thus it has instilled consumer loyalty across the spectrum. This company has experienced rapid changes and advancements in science and technology and presents numerous challenges to the company in relation to personal safety and quality management and also it entails issues like production costs, intellectual ownership of properties and products, competition and monopolies.The company is public held and its shares are traded in major stock exchanges globally including the London sto ck exchange, New York Stock Exchange and other stock exchanges in major cities all over the world with the trading symbol BP (Coffee, et al, 2000, p 98). The organizational original mission was to provide consumers with the right assortment of products, at the right quantities and price, and to provide excellent customer service through trained representatives.The organization current mission is guided by key core values: excellent customer service, care for people, entrepreneurial spirit, respect for all, building strong relationships, doing the right thing, giving back to communities, and creating shareholder value (Weston,2000 ,p ,87). BP success is based on mutually beneficial partnerships with diverse and competitive suppliers, allowing the company to deliver a wide assortment of superior, yet low-cost products and services, combined with superb customer service, and focused towards increasing shareholder value.The company employs over 210,000 employees and tends to serve more than a 300 million customers worldwide (Van & Schroeder, 1984, p 29). With the current problems facing British Petroleum in the Gulf of Mexico following the deepwater rig explosion which was caused by what has been described as the worst US ecological disaster ever, the Company's share price has fallen steeply and according to some commentators this could trigger a takeover of the business by one of its big competitors such as EXXON MOBIL, SHELL or even PETROCHINA (FINANCIAL TIMES, 2010, p 34).The catastrophe has plunged the company’s stock price as well as its reputation, and public image following the catastrophe have led to speculation regarding the company takeover due to the fact that the company is experiencing financial problems, huge losses as a result of oil spill and poor handling and management of the oil spill (Armstrong, 2003, p, 23). The above mentioned issues have been viewed by many to have been caused by poor leadership and decision making techniques in regar d to the way the management handled the oil spill.With the current troubles facing British Petroleum (BP) in the Gulf of Mexico, there is possibility of acquisition or takeover and hence a research paper which tries to come up with the relevant information in trying to establish some of the major factors that have been influencing the anticipated takeover (Ansell & Park, 2003, p 47), Identification of Industry and possible takeover Competitors The company is found in the energy industry and mainly concentrates in oil exploration, supply, and distribution.The industry deals with all assortments of energy products including oil, wind, solar, hydro power and other related energy products and services. This industry is one of the most contended ones with many rivals who produce similar products and services . The top competitors of BP include EXXON MOBIL . SHELL and PETROCHINA; with SHELL being the strongest rival of BP (Maxwell , 2002, p, 29). The company has a global presence and has assets in most areas of Africa especially central and western Africa, China and South American states like Venezuela and Uruguay, but the United States and Russia are its largest market.As mentioned earlier, BP is the third largest energy company in the world and the fourth largest company in the world (Kwon, 2008, p, 87). The possible competitor for the takeover has been indentified to be Exxon Mobil for the reason that the company is American owned and its operations and performance over the years have been above par compared to other rivals. Companies like Shell and Petro china though internationally recognized, their operations are not augmented like those of Exxon Mobil (Johnson, 2010, p 19). Description of the Organizational ProblemsDifferent organizations experience different problems depending on the nature of the organization, the economic situations, the political interruptions, and the human interference. Once these problems occur within a corporation, it tends to affects the organization core responsibility to extent of being unable to provide adequate and quality services to its clients and individuals relying on it. The occurrence of these problems can be a very damaging issue if they are hard to evaluate and solve (Kesler, 2008, p 49).With the British Petroleum (BP) company, there a number of issues and problems that has been constantly hounding it. Most of the organizations problems and causative agent for the possible takeover have possibly resulted from the oil spill in the Gulf of Mexico and lack of teamwork and capacity building in relation to the employees during the fixing of the oil cap to reduce massive leakage. Due to this, there have been reduced prices of the company’s stocks all over the world due to market fears of possible losses and public loss of confidence in the company.The increased failed management in the corporation resulting from the management poor skills in handling crisis has sometimes been leading its operation s to the wrong direction. The poor handling of the oil spill by the company executives is one good example of the management laxity and the probable cause of the proposed takeover . It must be agreed that BP has been faced with lack of skilled and effective managers offering effective managerial services thus leading it into poor leadership and decision making processes (Lochhead, 2009, p 67).As we have noted, most of the problems faced in this organization have been caused by the oil spill and ongoing economic recession, and others are related to inability of workers to work together. Since there was poor handling of the oil spill, the company has been in bad relationship with the neighboring community and it has not been able to fulfill its social responsibility function due to constant bickering and interference from the American government (Snell & Dean, 1992, p 50).In conclusion, the major issues contributing to the proposed takeover of BP is the matter of financial problems re lating from the management of the oil spill, whereby the company has spent billions of shillings in controlling the spill and eventually the company has been forced to sell some of its assets in Russia to cover the costs, and this has not been going well with majority of shareholders due to fact Russia is one of its biggest market. Lack of trust from consumers and American government is another factor that has led the company to opt selling its assets to its competitors (Maxwell, 2002, p 98).BP Proposed Takeover Definitively, takeover refers to purchase of one company by the other and technically deals with acquisition of listed company by one or more companies which are at better financial and economic position than the company being acquired. Takeover occurs in situations where a company wants to save itself from financial problems and also happens in situations where the company wants to secure limited market, channels of distribution, consumers and supplies.In any kind of organi zation, takeover or acquisition are quite significant since they play a major role towards the overall achievement of the given business or organization. This has to be done in a delicate manner that ensures all areas and aspects of the organization have been greatly considered. When the issue of takeover is being discussed about in a given business or any other kind of organization, it is very important to think of the manner in which the operation will be coordinated and thus employ the necessary personnel and practices which shall promote the performance of the organization .It is important to note that, without managing the human aspect and all other resources being utilized in the business, it may not be possible to achieve the goals and missions of the organization (Stern & Chew, 2003, p 90). One of the major reasons for British petroleum proposed takeover is as a result of the financial and social problems resulting from the oil spill in the gulf Mexico. From â€Å"NEWSWEEK Journal of 04. 06.2010, the spill has costed the company sums of money to the tune of over 19 billion dollars covering both the cost of cleanup and compensation to individuals affected and penalties to the American government. The performance of the company has dwindled in the recent days and in the first quarter of the year; the company has made losses amounting to over 20 billion dollars. Since corporate takeover entails two key types that include hostile and friendly takeover, BP takeover assumes that of hostile nature for the reason that the company is unwilling to engage in any dialogue relating to acquisition of its major assets.Hostile takeovers generally occur in situations where the board of directors is unwilling to relinquish its position and the company, while the company is performing way below par in terms of operations and financial management. This is the case with BP since the company CEO Tony Hayward has not viewed it has a possibility and has publicly stated that on a number of media outlets. A takeover in ensuring there is such form of safety can basically include a number of one or more different components within the totality of the institutionalized system.Such safety provisions include change in an organization and necessary management, safety policies, organizational procedures, and other emergency procedures and responses which have been put in place (Liu, 2006, p, 65). Advantages of BP takeover 1. One major advantage of BP proposed takeover is that once realized, the firm which was poorly managed prior to the acquisition will undergo valuable management and performance rectification due to changes that will occur in its management structure .The changes in corporate structure including modification and replacements of executives and senior staff will guarantee and repair the organization dented reputation. For the reason that the organization acquisition will involve a moderate debt to equity ratio, the company will also negotiate th e acquisition deal since it poses a controlling stake in the global market (Van & Schroeder, 2008, p, 20).The company goodwill in the world is very highly rated and possible acquisition of the company assets will entail the purchase of this valuable non- tangible asset hence provide opportunities for making more funds from the sale. 2. The company shareholders will also benefit from the returns emerging from the acquisition due to fact the company has a positive capital value attributed from large shareholder base ,assets and properties it owns in the world.With immense global presence, the BP buyout will promote employees and shareholder interests as maintaining the company effectiveness, efficiency and loyalty (Fox, et al, 2008, p, 87). The company benefits from strong market share and sound economic position hence even after the buyout, the company products will still remain favorable in the global market due to the consumer confidence established before the oil spill. 3. The BP issue will only involve acquisition of the company shares and assets, and this will entail the concept referred to as strategic takeover.This concept is advantageous to the company and the company acquiring it since the firm will select and buy assets that are favorable to them and they will be able to negotiate the right price for the products without full approval of the shareholder and other regulatory bodies. When it comes to the takeover process, the approach is mainly aimed in ensuring that any forms of weaknesses and strengths have been disclosed, and especially the ones which might have diverse impacts on the process and operations being carried out.For the reason that the company has huge amount of liabilities and increased level of debt, takeover by its competitors will reduce its taxable income hence leading to reduced tax payments. The company taking over BP will acquire both its assets and liabilities, thus the company will be saved the burden of paying and compensating the victims of the accidents and penalties to the American government.BP take over will promote efficiency gains since it will be able to eliminate corporate value destroying effects that emerge from excessive diversification hence it will be able to reduce the organization debt ratio and increase its equity portion (Dunning, J 2004, and p. 97). Disadvantages of the Takeover There are a number of problems which have to be noted with the BP proposed takeover. To begin with, the acquisition tests to be administered in establishing whether the company is profitable will be very inaccurate.This might end up resulting in cases where a very strong company is bought using false benchmarks or current situations without the evaluating the overall organizational position and performance (Mok & Tillaart, 1990, 76). If implemented as proposed, the organization corporate restructuring will greatly affect employees and its shareholders. The company will be forced to downsize its operations and c urrent workforce hence this will result to increased levels unemployment due to possibilities of employees being laid off.Large number of unemployed individuals will impact on the overall community hence hindering its economic development and opulence (Liu, 2006, p 58). BP has a global presence and sudden acquisition of its assets in some African and Asian countries will not be taken well since majority of people have an intimate touch with its products and trademark hence transfer of its assets to other organizations will affect its social standard and responsibility to the community (Roger, 2008, p ,36). Another issue is that many companies won’t agree the bid for BP takeover due to the fear of huge liabilities owned by the company from the oil spill.Most of BP shareholders are large multinational institutions in Britain like insurance and pension funds and the takeover of the company will critically affect the United Kingdom economy thus affecting lives of many Britons and other shareholders all over the world. Proposed bid from its rivals especially Exxon which is an American company will cause diplomatic problems between the US and Britain. Coming from bitter criticism from president obama, the cold ties will eventually increase if there is a takeover of BP by an American company (Peter & Paulson, 2009, p ,56).Another problem that is likely to happen if the event of the takeover the UK political establishment will lose public confidence for the reason that it does not support operations of the company and form this their would be a likelihood of political problems in Britain, this is because majority of Britons are shareholders . With controversial handling of the case by American leadership, possible takeover of the company by an American company will be seen as a planned agenda since in many occasions the politicians have said the company could have performed better if it was owned by Americans.Many critics of the proposed takeover argue that tra nsactions between BP and its competitors will harm and dent the long term competitiveness of the company (Kwon, 2008, p, 56). British Petroleum (BP): Strategic Plans BP as one of the most reputable companies in the world ,though affected with the oil spill ,it has been conducting a number of business as well as marketing strategies which come up with strategic plans aimed at future performances so that they can prevent future events from happening (Ransom, 2000,p ,76).With the recent oil spill crisis, the organization strategic plans involves restructuring of the management ,employment of competent staff and instilling of concepts of teamwork and working together to both employees and the management. The company productivity and performance have been drastically affected and the institution sales have reduced significantly leading to a drop in its share prices by more than 40 % (NEWSWEEK, 2010, p, 23) . The crisis has reduced its current customer base and at the same time it has red uced the company sales by more 35% .With this issue of underperformance in mind, the company so far is aimed at increasing the its social reputation and sales and at the very time being in a position of formulating major marketing strategies which are applicable and can help it reach all the customers around the world in which the corporation has been delivering its services (Sapienza & Grimm, 1997. p 87). The marketing strategy for the corporation that entails use of economies of scale and wide distribution networks, and the company is anticipating offering some of the lowest prices in the industry.Moreover, the company is promising to offer a low-price guarantee which will ultimately beat any competitor’s price or match their retail value (Dennet, 2009, p, 154). BP is trying to enlarge their customer base through various marketing venues that include Television advertisements which are aimed to increase brand awareness. Radio advertisements, Digital media (for example e-mai l subscriptions and the Internet) which will provide efficient ways to disseminate information, coupons, and free expert advice and product demonstrationsWithin the business, the strategic plan will be done by incorporating all stakeholders and engaging in appropriate decisions which will promote performance (Johnnson, 2010, p, 46). This proposed strategic marketing plan will entail analysis of the company’s strengths, their weaknesses, and measure the amounts of resources at disposal, and then come up with adequate strategic missions which ensure better performance (Madura, 2008, p, 45).When effected, such strategies will have long term effects and will make the company realize its goals within the stipulated time period. Effective leadership and decision making skills, and communication have also been emphasized as a key element towards realization from the oil spill catastrophe. Basically to avoid the proposed idea of takeover, it should be noted that, it is through proper coordination and employment of such long term strategic plans that the corporation will be able to emerge on top of its business operations (Armstrong, 2003, p 29).Recommended alternatives to avoid possible takeover The current oil spill crisis calls for innovative product and development especially in light of the growing negative publicity that is associated with environmental pollution and loss of jobs (Robbins, 2008, p, 76). Therefore, the option that should be pursued by BP is for them to implement and initiate strategic development and management strategies that will make them remain viable in the energy market.As BP proceeds into the future, they must be vigilant to avoid poor decision making processes which will hinder them in handling major crisis since catastrophes are some times inevitable (Laura & Torrington, 2005, p ,98). BP’s biggest risk exposure includes: unpredictable economic and political conditions, increased prices in fuel and other supplies, customer re tention, and relations with foreign countries. In order to be prepared and least effected, BP must develop strategies that will allow them to remain profitable in an unsteady market.Suggestions would be for BP to remain current on the risks of oil spill and aware of the current and future relations with foreign countries. Another suggestion would be for BP to try and negotiate compensations and government penalties. (Brodie, 2010, p 78). BP has been one of today’s most respected corporations in the history of the world because it has the highest degree of business culture as well as ethics. Generally, this organization has been able to create highly rated performance when it comes to organizational effectiveness.The creation of more and more new management groups can be a good approach which can enable handling of the key problems which have been faced within the company and its eventual operations (Sorrow, 2009, p, 89). Also, there should be the presence of a dynamic and div erse workforce which can effectively ensure that this company is able to perform better within all its key operations because different ideas shall end up being brought together from people with development experience backgrounds thus improving its performance drastically.Another important thing that can lead to a great deal effectiveness at the BP shall be in the use of newer forms of technology thus being able to come up with better and intelligent products and services which can enhance all means product and social development thus increasing the customer base for the company (Robbins, 2008. p 56). If they are able to do so, they will be able to avoid risks resulting from takeovers.BP must devise strategies to offset problems resulting from ineffective management and lack of teamwork in part of employees to avoid occurrence of similar problems which have been recorded to be detrimental in its history of existence (Jeffrey & Bratton, 2001, p, 59). The rapid advancement of technolo gy along with the growth of robotics provides many opportunities for BP.If the company continues to focus on and improve their performance management, they have every bit of potential to gain a competitive edge in the industry . Social trends are moving towards a holistic and humble approach in all areas of life, BP does not want to get caught playing catch-up to its competitors. By following this strategy, BP will have the opportunity to gain revenue and increase market share regardless of the recent crisis (Auerbach & Alan, 1991, p 36). ConclusionTakeover is a very important approach which has to be keenly considered by BP so as to improve their performance by engaging all the individuals in the organization in acting and working in a manner which shall guarantee better performance with the organization This process is what holds the key towards the future performance of the business or organization and making it possible for it to achieve its goals within the stated time period. In that case, while adopting these patterns, managers should be aware of the functions and the tasks which have to done and achieved during the management process (Fox & Marcus.2008, p, 34). Generally after takeover, there are no winners or losers. In this kind environment, people normally appreciate and accept as true that thinking and decisions making are better when done cooperatively and individuals are able to show professionalism and discipline in workplaces ,and provide essential considerations that can help the work environment run efficiently. Also if a problem emerge or arise in the workplaces, employees should not hesitate to talk up on the issue. Individuals and organizations should understand what takeover means so that they can be guided by it and function diligently.Similarly workers and employers should be turned on by the strategy so that they can tap resources and establish a successful business entity. In conclusion we can say that takeover is a very important con cept in business and it encourages competition in the global market and promote common respect for each market leaders opinions and capabilities, Promoting takeovers in a firm is creating a good work culture that values collaboration (Brodie, 2010, p ,98). Bibliography Auerbach, Alan J. 1991. Corporate Takeovers: Causes and Consequences. Chicago: University of Chicago Press. Ansell, S. , & Park, J. 2003. ‘BP Tech Trends.’ Education Week, 22(35), 43. Retrieved from Academic Search Complete database.