Fossil Fuels and Global Warming Essay Example for Free

Fossil Fuels and Global Warming Essay The use of fossil fuels as the primary source of energy has unwittingly landed humanity into its greatest challenge yet. As oil and coal are burnt up, the greenhouse gases are causing the melting of polar ice, leading to a chain reaction that threatens every other aspect of the ecosystem. This paper looks at the crisis that fossil fuels have brought about, as well exploring existent and proposed solutions, both at the collective and the individual level. Introduction Global warming technically refers to the overall rise in global temperatures. Its widespread use however also encompasses the courses of this rise in temperatures and the effects thereof. More importantly, it is synonymous with the role of human beings’ activity in contributing to these rises. Carbon emissions from planes, cars and industrial plants rise up into the atmosphere and create a blanket of heavy air that traps heat that radiates onto the earth’s surface. By not letting heat escape, over time the globe becomes warmer. This has a direct effect on the flow of ocean currents, directly responsible for weather patterns. It also causes the melting of polar ice, which besides also affecting climate, also causes the sea levels to rise. (Guggenheim D Gore Albert, 2006). Effects of Global Warming Some critics are skeptical of the whole notion of global warming. Despite this criticism, it has grabbed the attention of masses, and they are increasingly examining its effects. The following is a brief insight; Agriculture is fundamental to life, as it is the source of food. Without food, human beings are at risk of extinction, and conflicts are bound to arise. Yet global warming is threatening agriculture. Due to climate change, the environments where bees and other creatures vital to pollination are used to dwelling in are no longer suitable, and the bees are disappearing in droves. More than that, rainfall and sunshine patterns are changing, rendering farmlands unsuitable for the crops that are used to growing there normally. The combined effect is that agricultural yields are negatively affected, and there arises a shortage in overall supply of food worldwide. In early 2008, with the human race hungrier, food prices rose to their highest levels ever, and inflation in many countries became unprecedented. This trend came to a head at the beginning of 2008, with riots and revolts in numerous countries. In the Philippines, soldiers were deployed to guard food crop farms from being raided. Haitians on their part overthrew their government in protest over untenable food costs. It is also here that people were reduced to eating mud, if only to fill up their stomachs. Similar scenarios were reported in Sierra Leone, Nigeria, and a good number of Asian emerging economies. Global warming is not the only factor in bringing about food shortage, but it does play a major role, and has come to the attention of masses around the globe that are willing to act to mitigate the negative effects (Auken, 2008). Another set of negative effect that has been tied to global warming are the now prevalent natural disasters pounding various parts of the world. Hurricanes that have brought devastation to New Orleans, Mexico and more recently Jamaica over the past few seasons have been the worst in recorded history. They have been attributed to rises in sea level resulting from glacial melts owing to global warming. They have brought unprecedented destruction, forcing many coastal cities to adopt new strategies to combat such events. Billions of dollars are now being invested in disaster prevention, and are resulting in an increase in taxation. Similar amounts are being invested in reconstruction efforts to restore damaged infrastructure. Housing models are being radically changed, with cheaper housing being favored to cut losses in case of any eventualities. Prevalent Solutions Such tools as carbon footprints and green qualifications are now being employed to influence the conduct of the common person to contribute toward reducing their personal negative impact on the globe; consumers in Europe and America are increasingly becoming conscious to purchase food with minimal carbon footprints for example. Carbon footprints refer to the amount of carbon dioxide emitted during the process of developing a product from scratch to the point where it gets to the consumer. In effect, products which use plenty of machinery to produce and have to be transported by heavily fuel reliant means such as planes and trucks have much higher carbon footprints than those that are produced using minimal fossil energy and are close to the market. Labels indicating the carbon footprint are put on products by organizations who take the initiative, in a bid to persuade consumers to buy the least destructive products. And the method seems to be working. In Europe especially, consumers are increasingly cutting on their contributions environmental degradation and products with high carbon footprints and finding increasingly limited market. Closely related is the issue of organic foods. These are gaining preference for the reason that they are produced using only natural material, rather than chemicals that are hazardous to human beings and detrimental to the environment. The level to which a product is free of chemical toxicity is referred to as its organic rating, just like carbon footprints are used to depict the level of carbon emissions of a product. Publications and other forms of media are used by proactive organizations to sensitize the public on which products are environmentally friendly, and these do have a major influence on consumer choices. The result is that farmers serving the European markets are using increasingly less machinery and chemicals, thereby reducing the emissions and chemical pollution of the agricultural industry to the environment. Manufacturers also have to adapt to a new way of production- with their carbon footprints being closely monitored, they are increasingly adjusting their production processes to get favorable ratings (Organic Trade Association, 2008). My Solution Proposal In the fight against global warming, I believe efforts should now be geared toward experiments on entirely new lifestyles and forms of organization, with successful experiments being replicated across the globe. In my case, I propose an experiment with a new eco city, preferably in an arid area, at a waterfront (e. g. a lake) for sustainability of life. This will kill quite a few birds with one stone, as the problems of food insecurity, unsustainable energy and wasted land would all be addressed. Implementation In designing such an urban development, cutting edge technology and radical thinking are required at every step of the way. Ecological urban planning concepts are necessary to take advantage of the lake breeze, which can be harnessed for wind energy to cater for a significant part of the new city’s energy requirements. The city plan should also allow for the breeze to penetrate the streets and residential areas rather than block it. When this is done, ecological architecture can be employed in designing self-cooling buildings, which have the advantage of not only saving on air conditioning. This is desirable because it both saves on energy and preserves the environment, seeing as most air conditioners are environmentally harmful. The urban plan also needs to take care of existing ecosystems – if there are any streams, trees or wildlife habitations, the city and building designs should be made around them. Buildings will need to be fitted with solar panels to take advantage of the abundant sun in arid lands, thus further adding to the energy supply provided by wind. Wherever possible, buildings should have green roofing. This is where gardens are made on top of roofs for purposes of food, beautification and more. This will have a number of advantages; food will be more abundant, a cool microclimate will be created (further reducing the need for air conditioning), and the carbon footprint will be drastically reduced or eliminated. The buildings can also be constructed with double walls using recycled material (for sustainability). Double walls have the effect of keeping temperatures low when it’s hot outside and warm when it’s cold outside. Stretches of idle land just outside the city can be used to plant ecologically friendly biofuel crops such as Jatropha Carcus, which is drought-resistant, to complete whatever energy requirements that may remain. Being at the lakefront, clean water for most chores might prove a challenge to get, thus the need to preserve and recycle whatever water can be harnessed. One of the ways to do this is by use of a Sewerage Treatment Plant (STP), which filters sewerage to produce water for irrigation and gas for cooking. This way, other clean sources of water can be less burdened. Energy needs will also be met. Gardens and parks should be organic to reduce the amount of fertilizer and chemical pesticides necessary to maintain them. Sustaining the Gains All the outlined gains of an eco-city would be to naught if the residents do not sustain them. Residents should be encouraged to carpool when going to work, or better still to cycle to work to minimize the carbon footprint. As much as possible, recycled material should be used and other material should be recycled. The use of plastic bags should be banned, instead encouraging the use of bio-degradable baskets. For lighting, energy-saving fluorescent bulbs and tubes should be used. Each home should have a garden in its compound, with at least a tree or two. The gardens, for domestic food consumption, should be grown organically. The beach area should be kept clean, with no littering or dumping of chemicals or effluent into the lake. This will help preserve marine life and overall aesthetic beauty. If such a city can be constructed, myriad gains will have been made; Positive Environmental Impact The immediate impact of all the new vegetation – the green roofs, home gardens, biofuel crops, etc – would be the creation of a cool microclimate in the developed area. Being in front of a lake, the arid land as it currently is cannot benefit because all the moisture being brought in by the breeze either evaporates or travels long distances inland, benefiting other areas with vegetation. With the new vegetation however, the moisture would be trapped, and as the plants perspire, vapor would rise into the local sky, thereby creating rain at that local level. The overall reduced heat levels would also slow down evaporation rates, ensuring that the soil remains moist, helped also by the increased rain. Naturally, more rain is bound to increase vegetation cover, further enhancing the value of the land and creating a positive cycle. Positive Impact on Soil As the vegetation grows and dies, the soil would be enriched organically as the foliage decomposes, increasing its productivity. This happens when the decomposed foliage turns into humus, and mixes with the local sand. This has the effect of bonding the soil together while creating an acceptable level of drainage and porosity within it. If the soil is further enriched with the waste products of the STP process, the overall composition of the soil will become highly favorable to agriculture. It would also be conducive for worms and other soil organisms to grow, which in turn further enrich the soil with vital nutrients. Positive Economic Impact Another area of profound impact will be economic; from the time of construction right through to the establishment of offices and residences, employment opportunities will abound for both locals and immigrants. The eco-friendliness of the area will also attract investment a lot of which these days is conscientious – thus spurring growth. Being at the lakefront, the city is also highly likely to attract considerable international tourism as tourists seek clean and new areas to escape from winter or simply to unwind. At the same time, the marine fishing industry is bound to experience a boost from the clean fishing areas, with ready market locally provided by residents within the new city. They may even be able to export, depending on other factors. At the domestic level, people will be able to grow food and reduce their household budget. They may even be able to sell some of it and generate income – the city can be a net exporter of food. Conclusion Global warming has blessed the world with a lot to ponder upon. With effects ranging from food shortage to natural catastrophes, mitigation should not be a question of whether, but how and when. Coupled with this is the need for newer energy sources, to reduce the globe’s dependency on fossil fuels. With concerted efforts and due diligence, the problems that these two factors portend can be contained to an extent. I propose an experiment with an eco city built on a waterfront as a means of studying how human beings can adopt a top down approach to addressing these pressing issues. I believe the gains to be made will not just be environmental but economic as well. Works Cited Associated press, June 20th 2007, Fossil fuels Tycoon plans largest wind farm- green machines- MSNBC. com, Retrieved 12th Feb 2009. , http://www. msnbc. msn. com/id/19231397 Auken, B. V, 15th April 2008, Amid mounting food crisis, governments fear revolution of the hungry, Retrieved 11th Sep, 2008, http://www. wsws. org/articles/2008/apr2008/food-a15. shtml The British Council (no date). Effects of Global Warming: Social Impact-Climate Change. Retrieved 12th Feb 2009. http://www. britishcouncil. org/climatechange-fact-sheets-global-warming-social-impact. htm Green Africa Foundation, 2008, Retrieved 12th Feb 2009, http://greenafricafoundation. org Guggenheim D, Gore Albert, 2006. An Inconvenient Truth (Film) Organic Trade Association (2008). NOSB Definition of Organic. Retrieved 12th Feb 2009. http://www. ota. com/standards/nosb/definition. html United States Environmental Protection Agency, Heat Island Effect. Retrieved 12th Feb 2009. http://www. epa. gov/heatisland/

Evaluating the Impact of Tourism in England Essay -- UK, Britain

Tourist Count During our visit to Ashridge Estate, we carried a tourist count on two honey pot locations known as Bridgewater Monument and Ivinghoe Beacon. 1 out of the 4 groups that visited Ashridge carried out the tourist count as we did not want to hassle the tourists. A member from the group stood at an area in both locations and took a count of the amount of teenagers, adults, OAP’s, family groups and children there were. The information was then tallied onto a table. From this, we will compare the results collected to previous years (2004-2005). The comparison will be useful as it will allow us to analyse the information to see whether there is a correlation between the number of tourism and the hypothesis. If the number of tourists has decreased, then good; less damage done to the wildlife and environment. However, if the number of tourists increased, it may also suggest that the negative impacts have likewise increased. Some of the negative impacts may be footpath erosion; more tourists use the footpath resulting in more damage, Littering; animals may eat the litter which could harm them and also the air/noise pollution created via tourist transportation; affects the air quality and environment of the local wildlife. As we took the tourist count, we categorized the tourists into age groups. The reason for this was to see which age group was more likely to have a negative impact in Ashridge. Children and teenagers for example tend to be more energetic in comparison to OAP’s, doing more active activities that could harm the local wildlife and environment e.g. football; sports. Whilst OAP’s are more passive and less energetic doing activities that are less likely to harm the wildlife and environment e.g. bird watching. So... ...to see whether they were affected by tourism. On the sketch we took detailed annotations to help us visualize the problems we saw such as footpath erosion, debris materials scattered, deep rutted soil and other negative impacts. From this we could see the difference in both footpaths ((un)managed) to see which one was more affected by tourism. The problem with the field sketches was that whilst we were drawing, it was really windy which subsequently distracted us, so there may have been some mistakes. Also, some of the pupils from the groups found it difficult to draw what they saw, so the sketches may also not have been accurate and reliable. We could improve our drawings by taking a camera to capture accurate photos that will give us reliable results. From the pictures we would be able to recall the features of the footpaths we saw in order to help our fieldwork.

Power, Office Politics, and a Career in Crisis

rP os t 2095 MAY 1, 2008 W. EARL SASSER HEATHER BECKHAM op yo Thomas Green: Power, Office Politics, and a Career in Crisis Another long day at the office had drawn to a close. Thomas Green felt the pulsing in his temples that usually preceded a migraine. As he stepped outside Dynamic Displays’ corporate headquarters in Boston, the brisk air made him catch his breath. It was now February 5, 2008. Green could not believe that in five short months his dream promotion had turned into a disaster.When Green had been promoted to his new position in September, he was a rising star. Now, he would be lucky to celebrate his one-year anniversary with the company. His boss, Frank Davis, had sent the division vice president, Shannon McDonald, two scathing emails criticizing Green’s performance. Green and Davis had yet to see eye to eye on work styles or market trends. Tension had also risen when Green did not enthusiastically endorse the sales forecasts made by Davis. Green felt the forecasts were either overly optimistic or outright fabrications. tCBefore he left for the day, Green had reread the series of emails regarding his performance and was certain that Davis was setting him up to be dismissed. Davis’s most recent email had made it clear to Green that his position as a senior market specialist was in jeopardy. He did not have much time to rectify the situation. McDonald had emailed a formal request to him that afternoon, asking for his perspective on his performance and how he was going to improve the situation. With this in mind, Green started his commute home and began to analyze what went wrong and what he could do to save his job. NoCompany and Industry Background Do Dynamic Displays was founded in 1990 as a provider of self-service options to banks via Automated Teller Machines (ATMs). In 1994, Dynamic Displays launched a new division aimed at the travel and hospitality industry, and deployed their first self-service check-in kiosk for Discov er Airlines. In 2007, Dynamic Displays’ Travel and Hospitality Division had 60% market share with over 1,500 self-service kiosks in use at more than 75 airports. Customers included regional, national, and international airline carriers, as well as various hotels and car-rental agencies.Eighty percent of the Travel and Hospitality Division’s 2007 revenue came from airline carrier clients, 15% from hotels, HBS Professor W. Earl Sasser and Heather Beckham prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. This case, though based on real events, is fictionalized, and any resemblance to actual persons or entities is coincidental. There are occasional references to actual companies in the narration.Copyright  © 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Bus iness Publishing, Boston, MA 02163, or go to http://www. hbsp. harvard. edu. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. rP os t 095 | Thomas Green: Power, Office Politics, and a Career in Crisis and 5% from car-rental agencies.The company was a full service provider, offering hardware, software, engineering, and maintenance support. op yo Kiosks were an attractive option for airlines to quickly and easily check in passengers while reducing processing costs. Dynamic Displays’ kiosks not only reduced costs but also improved customer service, shortened passenger wait times, and provided valuable information to these travelers. In 2006, Forrester Research estim ated the average cost for an airline passenger to check in through an agent was $3. 2, versus a range of $0. 14 to $0. 32 for kiosk check-in. 1 This impressive savings was realized by allowing the repetitive tasks of selecting or changing seat assignments and printing and distributing boarding passes to be handled by the passengers themselves. Airlines reduced headcount or assigned the agents to more value-added tasks, such as solving complex customer service issues and ensuring compliance with safety and security standards. The cost savings were particularly important for the airline industry during a period when margins were razor thin and fuel costs were continuing to climb.Airlines were also aggressively promoting another self-service option for travelers. Web check-in allowed passengers to complete the entire check-in process via the internet from a remote location, utilizing their personal or office computer. Cost savings using online check-in was of even greater benefit becau se the airline did not have to purchase and install a kiosk, and passengers printed their own boarding passes using their own paper. According to a 2006 Forrester report, airport kiosks were a mature application with 75% of U. S. leisure passengers using kiosk in 2006.Web check-in on the other hand, was still experiencing dramatic growth, increasing from less than 45% of U. S. leisure passengers in 2005 to 64% in 2006. 2 Thomas Green: Path to Senior Market Specialist tC Thomas Green was born in 1979 in Brunswick, Georgia, the son of a postman and a school secretary. At the University of Georgia, he worked in a warehouse and washed cars while earning a bachelor’s degree in Economics. His first full-time job was in sales for National Business Solutions in Atlanta. Green enjoyed impressive success in the Banking Division, focusing on ATM sales to regional banks in the Southeast.In March 2007, Dynamic Displays recruited Green for an account executive position in the Southeast ter ritory for the Travel and Hospitality Division. To Green, Dynamic Displays seemed to present a great chance for a fast climb up the managerial ladder. No Green hit the ground running at Dynamic Displays. In his first four months as an account executive, he completed a contract for one of the largest airline carriers, Journey Airlines, to accelerate rollout of kiosks in 20 airports and purchase upgraded software for kiosks in the majority of their locations.Green had told a close friend, â€Å"I wanted to come in and dazzle them at Dynamic Displays. This was no easy feat. But I wanted more than an account executive position. I had heard there was a lot of opportunity for fresh talent at corporate headquarters and I made it my mission to get noticed immediately. † Do Senior executives at Dynamic Displays quickly took notice of Green’s performance and were eager to strengthen his relationship with the company. In July 2007, Green attended a week-long training session at c orporate headquarters.Shannon McDonald, the division vice president, and Mary Jacobs, the national sales director, made a concerted effort to get to know him better. Green and McDonald 1 Harteveldt and Epps, â€Å"Self-Service Check-In Clicks with Travelers,† Forrester Report, February 23, 2007 2 Ibid. 2 BRIEFCASES | HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. rP os t Thomas Green: Power, Office Politics, and a Career in Crisis | 2095 ere both University of Georgia alumni and Georgia natives. They had an instant connection, and McDonald seemed to take Green under her wing. McDonald had several informal meetings with Green, and by the end of the week Green became aware of an open position for a senior market specialist. Green aggressively campaigned to be considered for this position. Over the next month, Green made several trips to corporate headquarters to meet with McDonald. Green discussed his various client relationships, and McDonald agreed that in a short time he had developed unique insights into their markets.Following a dinner meeting at which Green offered lengthy explanations of the client opportunities he perceived and his strategies for winning them, McDonald promoted him to the position of senior market specialist. op yo McDonald told Green, â€Å"Tom, you are obviously a bright and ambitious account executive. You have a great rapport with your clients. You have made a strong case for your promotion and I’m willing to take a chance on you. I think this group needs a fresh perspective. However, I do have a couple of reservations about your lack of managerial experience.You have only held sales roles, and the senior market specialist position is very different. This new job will require you to think strategically as well as tactically, and y ou will have to coordinate between several different functions and layers of corporate management. I am hoping you compensate for your lack of experience by seeking out guidance from some of our more seasoned managers. † Green was assigned to work out of corporate headquarters in Boston. The division’s organizational structure is shown in Exhibit 1.The promotion had been a giant step upward for Green; an account executive interested in joining the marketing team usually moved first to a market specialist position and then put in a number of years in the field before reaching â€Å"senior† status. The other senior market specialists in the division were in their forties. Green was 28. His salary was now $125,000, a 50% increase over his previous salary. tC Senior market specialists were responsible for identifying industry trends, evaluating new business opportunities, and establishing sales goals.In addition, specialists developed general market and specific clie nt trategies to help the account executives obtain a sale. Green directly supervised the two market specialists in his region. Green reported to Frank Davis, the marketing director. Davis had recently been promoted from the position that Green assumed (see Exhibit 2 for relevant bios). No After Green’s Promotion Green’s promotion became effective on September 10, 2007. McDonald stopped by Green’s office that first day and told Green, â€Å"Tom, you are walking into a tricky situation with Frank Davis. Frank had expected to choose the new senior market specialist and it would not have been you.You’ll have to deal with any fallout that might result from that. You are getting an unusual opportunity with this promotion. Don’t let me down. † Do Green used most of his first week to review 2006 and 2007 year-to-date sales. He spent the next week with his boss, Frank Davis, making a rapid tour of major airline industry clients. At the end of the wee k, Davis told Green, â€Å"We had some good meetings this week and the clients responded well to your ideas. However, I think we would have been more effective if we had been able to provide the clients with some market data.When you are on your own I expect you to spend a significant amount of time preparing for client meetings and developing supporting detail for your proposals. I know you will need a little time to get up to speed on your new position, but I expect you to start developing some new market strategies for your region soon. † HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 3 rP os t 095 | Thomas Green: Power, Office Politics, and a Career in Crisis Green next visited clients, market specialists, and account executives in New York, Atlanta, and Orlando. In addi tion to the travel, Green’s personal life was very busy. He was searching for a house in Boston, arranging to move belongings there, and still trying to maintain a relationship with his girlfriend in Atlanta. op yo On October 8, Green attended the 2008 Budget Plan meeting in which Davis presented sales projections for the upcoming year. This was the first time Green had been exposed to the planning and forecasting process.Since Davis had held Green’s position when the estimates were due, the numbers for the Eastern region had been developed without input from Green. At the meeting, Davis assigned 2008 performance commitments for all senior marketing specialists and their teams. Performance reviews would be based upon their ability to meet or exceed the objectives. Green was surprised by the numbers that Davis was proposing. Davis estimated 10% growth in the Eastern region. According to Green, â€Å"Frank Davis was way off base with his pro forma numbers. I had been ta lking with our account execs and there was no way we could achieve double-digit growth in 2008.The sales goals Frank set for my region were totally unrealistic. In the meeting I expressed my concern that my goals would be impossible to meet. I couldn’t believe I was the only one with the guts to speak up. After the meeting, Frank stopped me in the hall and told me about all these big opportunities for the market. I listened politely, but the time I’d spent out on the road with clients gave me every reason to doubt Frank’s expectations. † tC Davis was visibly upset that Green openly challenged him at the meeting. Davis commented to McDonald, â€Å"Thomas’s negative attitude is not what we need on this team.Corporate expects this division to be a growth engine for the company. We’ve realized a 10% CAGR over the past 5 years. The market indicators are positive, and with the right sales strategy my projections are attainable. The hotel and car-r ental markets are virtually untapped right now. Thomas’s problem is that he’s too conservative in his outlook. He is thinking like an account exec who is only concerned with the sales target. In the senior market specialist position, he has to think outside the box and develop strategies to capture that aggressive growth target. † Meeting with Frank Davis NoIt was customary for employees at Dynamic Displays to have an informal evaluation in the first or second month after a promotion. When Green saw a meeting with Davis regarding his performance pop up on his Outlook calendar, he was not the least bit worried. On October 15, 2007, Green met with Davis to discuss his performance to date. Quite to Green’s surprise, Davis had prepared a list of problems he had encountered with Green’s work in the first month after his promotion. Do Davis sternly looked Green in the eye and began. â€Å"Thomas, you have not done a good job of keeping me informed of you r schedule.For example, this past Thursday, I was trying to locate you and your Outlook calendar said you were in Orlando. I needed you to send me some information on one of our accounts. You didn’t answer your cell phone. I ended up calling the account exec in Orlando and was told you had left the previous day. To make matters worse, I had asked you to deliver on that same day a brief report on that new kiosk opportunity in Tampa—and I didn’t receive it. † Flabbergasted, Green responded, â€Å"I decided to go to Atlanta a day early because I had run out of good opportunities in Orlando.I was able to get a meeting with the VP of purchasing at a client in Atlanta and thought that would be more productive than sitting around Orlando talking to nobodies. † 4 BRIEFCASES | HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyrigh t. [email  protected] harvard. edu or 617. 783. 7860. rP os t Thomas Green: Power, Office Politics, and a Career in Crisis | 2095 Davis continued, â€Å"On September 20, I asked you to check why VIP Hotel Group had not purchased any of our kiosks.After three reminders, I still have not received a good answer from you. In the same vein, two weeks ago, I requested the status of the regional jet division of Journey Airlines. I have not received any update from you yet. I also asked for organizational charts on two clients in Charlotte and Raleigh. Do you remember your reply? You said, ‘What’s the value of charts like that? I have that information in my head. ’ Thomas, we can make good use of those charts—they can help us lay out a strategy for getting to the decision makers in a company. I expect the charts on my desk by end of the week.Davis and Green spent the next two hours going over various incidents and discussing a plan to improve the situation. op yo Later, Green told a manager outside his group, â€Å"I can’t shake this nagging suspicion that Frank’s criticisms of my performance are a direct result of my questioning the validity of his forecasts in the Budget Plan meeting. I was blindsided by his negative assessment of my work. Frank spent two hours picking apart my work style. You would think he would be concerned with bigger issues than how often I update my Outlook calendar. †A few days after the meeting, Davis wrote an email to McDonald, who had promoted Green, outlining the points covered in the meeting and copied Green on the communication (Exhibit 3). Three Months Later: Trouble Continues tC After the October 15 meeting, Green met with the national sales director and director of software development. Green was focused on developing a new up-selling and cross-selling software program that would allow airline passengers to upgrade seating; have meals, magazines, or books delivered to the flight; and book hotel rooms or cars at their destination.According to Green, â€Å"The only way for us to capture growth is if we can convince the airlines that our products have revenuegenerating opportunity and other advantages over web check-in. However, these programs may take months to develop and will not impact our sales in 2008. † No Green spent most of November, December, and January working independently on his special software project and traveling to meet with his market specialists and various clients. According to one of the market specialists who accompanied Green to several meetings, â€Å"Thomas is great when it comes to selling the clients on his ideas.He is very charismatic and can think quickly on his feet. I can tell he has put a lot of thought into his strategies and I really like working for him. However, the clients are starting to ask me for hard data to back up his claims of cost savings. They are also requiring memos and presentations to bring to their super iors that justify the expenditure. Thomas doesn’t really work that way. He would rather talk through the issues face to face. † Do During this time, Green avoided interactions with Davis whenever he could. Green continued to tell people outside the group he did not agree with his boss’s projections for 2008.Green stated, â€Å"With the continued financial distress in the airline industry and preference for web check-in, I don’t foresee a lot of growth in spending next year. Davis is holding firm with his upbeat projections. I deliberately steer clear of him. I know my mood is terrible. The excitement’s gone from work. I must say, though, I’ve had a couple of good chats with managers from another part of Dynamic Displays, and they‘re supportive. They told me to stand my ground. † On January 28, Davis held another performance review meeting with Green, focusing on the continuing deficiencies in Green’s work and attitude.Afte r the meeting, Davis sent an email to McDonald outlining his issues with Green (Exhibit 4). Green was not copied on this email, but someone sent him a copy by interoffice mail. McDonald met with Davis the following day to flesh out HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 5 rP os t 2095 | Thomas Green: Power, Office Politics, and a Career in Crisis the issue. Davis told McDonald, â€Å"I am truly disappointed with Thomas’s work.He is an intelligent and capable young man, but I do not believe he is making a strong effort. † In response to Davis’s complaints, McDonald sent a short email to Green (Exhibit 5) asking for his point of view on the situation. Green told a close friend, â€Å"It’s clear that Frank intends to get rid of me. He’s jus t putting his argument together. † Green’s Next Move op yo As Green entered I-93 on the way to his new home in North Andover, he replayed in his head the series of events and subsequent emails. Green recognized that he had not paid much attention to office politics when he’d taken on his job.He had met one-on-one with McDonald only twice since he moved to the corporate headquarters. He had been preoccupied with the job itself, and with living up to McDonald’s expectations. Now it seemed as though he had no allies in the company. McDonald’s email today struck a nerve. Because McDonald sponsored his promotion, Green had taken for granted that she would watch out for him. If Davis was indeed trying to fire him, Green wondered who McDonald would side with. Do No tC Several questions persisted in Green’s mind. What steps should he take next? Set up a meeting with McDonald?Write McDonald a detailed memo? Do what Davis tells him and keep his mouth s hut, even though he was convinced that the forecasts were inflated? Was it his responsibility to expose Davis’s overstated projections? Maybe contact a head hunter and start looking for another job? He had to sort through before he responded to McDonald’s email. Next week, his first mortgage payment was due and the new furniture he’d picked out was scheduled to be delivered. This was certainly not a good time to be out of work, for 2008 was shaping up to be a very stressful year for Thomas Green. 6 BRIEFCASES | HARVARD BUSINESS SCHOOLThis document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Exhi bit 1 No (3) Northwest US, West Canada, Alaska, Hawaii (4) Southwest US North American Western Region Sales Manager Kent Walsh Technical Specialists2 (4) North East US, Eastern Canada (3) Southeast US North AmericanEastern Region Sales Manager Mark Washington National Sales Director Mary Jacobs op yo tC Service/ Maintenance Director John Kofalt (3) North Central US (3) South Central US rP os t North American Central Sales Manager Christine Raven Software Development Director Robert Hartley 2 There were six technical specialists (one for each territory) There were three senior market specialists (one for each region) and six market specialists (one for each territory). Thomas Green was the market specialist for Eastern Region 1 Account Executives Market Specialists1 Senior Market Specialists1 Thomas Green Jack Brown Michelle Jones Marketing DirectorFrank Davis Travel Division Vice President Shannon McDonald Abbreviated Organization Chart, Travel and Hospitality Division of Dynamic Di splays, 2007 Do 2095 -7- Exhibit 2 Relevant Bios Thomas Green (Age 28) – Senior Market Specialist rP os t 2095 | Thomas Green: Power, Office Politics, and a Career in Crisis Thomas Green began his career as an account executive for National Business Solutions in Atlanta, Georgia. He spent six years as an account executive in the Banking Division, selling ATMs to regional banks throughout the Southeast. In March 2007 he joined Dynamic Displays as an account executive in their Travel and Hospitality Division.He is currently the division’s senior market specialist for the Eastern region of North America. Green graduated summa cum laude from University of Georgia with a bachelor’s degree in Economics in 2001. op yo Frank Davis (Age 45) – Marketing Director Frank Davis is a 17-year veteran of Dynamic Displays. He joined the company in 1990 as an account executive with the Financial Services Solutions Division. He has also held positions as an account executive , market specialist, and senior market specialist with the Travel and Hospitality Division. Frank Davis is currently the marketing director for the Travel and Hospitality Division.Prior to joining Dynamic Displays, Davis worked as a sales representative for Advanced Telecommunications Services selling PBX phone systems to large corporations. He holds a bachelors degree in history from New York University (1986) and an Executive MBA from Suffolk University, Sawyer Business School (2002). Shannon McDonald (Age 42) – Division Vice President Do No tC Reporting to the Dynamic Displays Chairman, Chief Executive Officer and President, Sam Costello, Shannon McDonald was promoted to Division Vice President in November of 2006 and is responsible for all aspects of the Travel and Hospitality Business.Previously, McDonald was the director of national sales for the Travel and Hospitality Division (2000-2006). She was responsible for driving Dynamic Displays’ self-service business w ith the largest airline carriers in the United States. Ms. McDonald has also held positions as a strategic consultant with Chicago Consulting Group’s Travel and Tourism practice and as a marketing analyst with Quest Airlines. She holds a bachelors degree in marketing from the University of Georgia (1987) and an MBA from Northwestern’s Kellogg School of Management (1992). 8 BRIEFCASES | HARVARD BUSINESS SCHOOLThis document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. Exhibit 3 rP os t Thomas Green: Power, Office Politics, and a Career in Crisis | 2095 10/19/07 Email Regarding Green’s Performance FROM: â€Å"FRANK DAVIS† TO: â€Å"SHANNON MCDONALD† CC: â€Å"THOMAS GREEN† SENT: FRIDAY, OCTOBER 19, 2007 3:48:32 pM SUBJECT: THOMAS GREEN op yo Since Thomas assumed the position of senior marke t specialist on September 10, 2007, numerous incidents of poor judgment and questionable behavior have concerned me.Thomas and I talked about most of these incidents as they occurred. However, I concluded that we needed to have an overarching discussion about his performance and to develop a strategy for improving his work style. At that meeting, held October 15, 2007, we reviewed a range of problems. Among them: 1. Thomas fails to inform me of his plans and keep me updated on his schedule. 2. He does not follow up when information is requested of him. 3. Thomas’s lack of enthusiasm is troubling.He has a right and an obligation to question aspects of our plans if he finds them illogical or unfeasible, but the kind of negativity he displayed in the Budget Plan meeting on October 8 is dangerous to the organization and unacceptable to me. tC Thomas seemed to accept my criticisms in a thoughtful manner and assured me he will do what is necessary to succeed in his position. He and I plan to discuss his overall performance again in midNovember. Meanwhile, he’ll be expected to take the following corrective measures: Plan to make focused calls when dealing with market specialists, account executives, and clients.Have a specific communication strategy going into a call, and have all sales collateral and other necessary materials available. Stop making calls purely for the purpose of meeting people. 2. Update Outlook calendar regularly and always return calls from our office promptly. No 1. 3. Provide feedback to my requests in a timely manner. Thomas says he now recognizes that my requests are not merely â€Å"reminders†; they are a call for information that I genuinely need. 4. Demonstrate a more positive attitude both inside and outside the company. Do Frank R. DavisTravel and Hospitality Marketing Director Dynamic Displays 212-314-1420 HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinna h Women University until March 2013. Copying or posting is an infringement of copyright. [email  protected] harvard. edu or 617. 783. 7860. 9 Exhibit 4 1/30/08 Email Regarding Green’s Performance rP os t 2095 | Thomas Green: Power, Office Politics, and a Career in Crisis FROM: â€Å"FRANK DAVIS† TO: â€Å"SHANNON MCDONALD† SENT: WEDNESDAY, January 30, 2008 4:28:12 pM SUBJECT: THOMAS GREEN op yoOn October 19, 2007, I sent you an email communicating my concerns with Thomas’s attitude and job performance. On January 28, 2008, Thomas and I had another meeting on this subject. I would like to summarize that conversation. Thomas wastes a great deal of time complaining about the problems of selling to our current and prospective clients and far too little time developing strategic marketing approaches and effective sales tactics. I informed him that his job is to sell the accounts, not to agree with our clients’ assertions about alleged disadvantages of our products or the current excess capacity in the industry.I told Thomas his lack of effort and enthusiasm are not consistent with the standards of Dynamic Displays and could lead to an outcome he likely would not find pleasant. Thomas then said he felt I was micromanaging his activities. It was here that I think we uncovered the root of the problem. I inquired as to what new or even slightly imaginative marketing approaches he documented in the past five months. His answer was, â€Å"None that are documented. † When I see no new targets and no thoughtful, creative marketing, I feel I must micromanage, and I communicated this to Thomas. tCI then pulled up several Power Point presentations, spreadsheet models, and associated emails that Michelle Jones, the Western Region senior market specialist, had used to shape her region’s strategy and to support their selling efforts. As we paged through her work, Thomas stated that all those email updates and fancy presentations and models were â€Å"political† and didn’t match up well with his personal approach to selling. I told him this was not only good politics, but also proved to his boss that he was working effectively. No Thomas ultimately conceded the mistakes and personal shortcomings that I explained to him..He pledged to develop creative marketing approaches and keep me updated on his progress. I hope these promises materialize in the next 30 days. If not, I recommend we part ways with Thomas Green and quickly seek out a competent replacement for this extremely important position. Do Frank R. Davis Travel and Hospitality Marketing Director Dynamic Displays 212-314-1420 10 BRIEFCASES | HARVARD BUSINESS SCHOOL This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013.Copying or posting is an infringement of copyright. [email  protected] arvard. edu or 617. 783. 7860. Exhibit 5 2/5/08 Email from McDonald to Green rP os t Thomas Gr een: Power, Office Politics, and a Career in Crisis | 2095 FROM: â€Å"SHANNON MCDONALD† TO: â€Å"THOMAS GREEN† CC: â€Å"FRANK DAVIS† SENT: TUESDAY, FEBRUARY 5, 2008 8:38:53 AM SUBJECT: PERFORMANCE op yo Frank Davis has explained to me his point of view on your performance. I think all of us want to improve the current situation, which is regrettable. At this point I would like to get your perspective on your recent performance and to understand your ideas about specific areas that need improvement.I look forward to resolving this issue ASAP. I would be glad to discuss this matter with you in detail, but first I would like to receive your statement in writing. Do No tC Shannon A. McDonald Travel and Hospitality Group Vice-President Dynamic Displays 212-314-1415 HARVARD BUSINESS SCHOOL | BRIEFCASES This document is authorized for use only by Usman Chaudhry at Fatima Jinnah Women University until March 2013. Copying or posting is an infringement of copyright. [e mail  protected] harvard. edu or 617. 783. 7860. 11

Sea Monsters and Heroism in Beowulf - Free Essay Example

Sample details Pages: 4 Words: 1276 Downloads: 1 Date added: 2019/05/13 Category Literature Essay Level High school Tags: Beowulf Essay Did you like this example? Sea Monsters and Heroism in Beowulf Heroism rewards violence in the epic poem, Beowulf. It is a poem replete with death, wealth, gender roles, and interlaced narratives on both a formal and thematic level. The prevalence of violence permeates the story and drives the plot in unassuming ways. Don’t waste time! Our writers will create an original "Sea Monsters and Heroism in Beowulf" essay for you Create order Military action as a means of obtaining wealth and defeating evil, grants glory. When Beowulf bravely decides to hunt, locate and kill Grendels mother after she attacks Heorot, he brings along a group of warriors. Once they find the lake where she lives, the warriors are overwhelmed, as in this epic tale, the mundane dangers of the sea are replaced with sensational ones. The water presents threats in terms of sea-dragons and monsters and their position on Grendels mother. In this scene, there is tension between the violence of Beowulfs retinue and the ambiguity of the sea monsters, and the uncertain danger they present. Beowulf and his warriors violent interactions with the sea monsters are motivated by Christian values, and highlight the thematic presence of patriarchal violence. In this way, the sea-dragons represent hell, and the uncertainty of what comes after life, and begins to express Beowulfs powerful position among the competition along with the importance of violence in return for the reward of heroism. Throughout Beowulf, the narrators voice holds a Christian perspective. The use of diction within the lines describing the sea creatures establish that they symbolize hell, as the waters ambiguity mimics that of the afterlife. Beowulf is motivated to be heroic so he doesnt go to hell, however his heroic pride is at conflict with Christian values. He seeks glory, although Christian values express that one should not be doing things selfishly, and that the glory should be given to God. There is a belief throughout the text that Gods protection must be earned. A fighter must display bravery, pride, and humility, and only then will he earn Gods grace and protection. Therefore, in this passage, Beowulf and his warriors fight the sea-dragons and monsters, and Beowulf does not back down until he kills reptiles and eventually Grendels mother. The narrative voice describes the water as infested/ with all kinds of reptiles (1425-1426), and refers to the sea-dragons as wild things (1428) and writhing (1426). The words infested, wild things, and writhing used instead of synonyms like replete or animals or twisting, respectively, create vivid images of hellish monstrosity. The phrase lashing in anger (1431) is also used. As a result, these words create a tone of uneasiness and danger, right as Beowulf is about dive into the lake in an act of bravery. Although these words represent the hellish landscape, Beowulf chooses to traverse the water, in an attempt at heroic glory, thereby highlighting Beowulfs motivation via Christian afterlife and heroism. The text, especially in this passage, is male-dominated, generating a patriarchal violence between characters. Beowulf, Hrothgar, the warriors, Grendel, and the dragon are all male. However, Grendels mother is female, and although the sea monsters live in the same location as she does, they are referred to as male. For example, the narrative voice assigns the sea-dragon the warriors kill as male in he surged to the surface (1434), and his freedom in the water / got less and less(1435-1436). The reader is not privy to the sea creatures gender until the end of the passage. The use of enjambment and line breaks depict the fractured slaying of the male sea monster, and the relentless violence of the warriors. The line that follows the enjambment depicts a strong change in sentence structure, It was his last swim. (1436). This immediate short sentence after multiple lines of enjambment highlights the complexities of the killing, and the ultimate swiftness of the death. The presence of patriarchy in the violence is so clear, that it appears Beowulf and his warriors have forgotten that the real monster worth defeating is Grendels mother, and that they violently kill whatever stands in their way of heroism and the promise of Gods protection. Furthermore, personification of the war-horn is used to symbolize the disruption of the status quo of the water and its sea creatures. Beowulf and his warriors, as humans, are violently intruding upon the sea creatures peace. This mirrors the simultaneous change in Beowulfs usual fights; while he is used to fighting men, there is a role reversal in that he is now fighting Grendels mother. The narrative voice personifies the war-horn, stating that an urgent war-horn repeated its notes (1423), speaking as though the war-horn had the autonomy to repeat its notes without human interaction. By comparing the war-horn to an urgent, repetitive warrior, the narrator emphasizes the violence of Beowulfs attacks. The narrator also employs anthropomorphism to the sea creatures. For instance, the monsters are described as slouching on slopes (1427), comparing them to humans leaning on cliffs. To this end, these lines depict the disruption of the status quo between personified creatures and inanimate objects once the humans intervene, highlighting Beowulfs powerful position among his competition, and how violence is the only way for him to be heroic. The narrative voice uses vivid imagery and alliteration to poetically depict violence, and symbolize the water as a dangerous hell. Imagery is used by way of sensory details as the water of the lake is described as hot gore, and how everybody gazed (1422) at it. In this way, the reader can imagine different senses, the heat of the lake with monsters thrashing around, and the warriors watching intently, ultimately building tension between the violence of Beowulf and his warriors and the ambiguity of the sea monsters and the uncertain danger they present. In the same way, the sea-dragons are described as lashing in anger at the loud call (1431), providing more sensory details in the form of sound. The image of the sea-dragons floundering in the water at the sound of the war-horn, along with the feeling of hot gore, and watching the sea-dragons surface, paints a violent, monstrous picture in the mind of the reader. Furthermore, the use of alliteration allows the reader to imagine the imagery clearly. The narrative voice uses alliteration to make the violence and action resonate, and the repetitive letters mimic the repetitive actions in the passage and greater text, regarding violence, patriarchy, heroism, death and the afterlife. For instance, the s is used repetitively, as the monsters are slouching on slopes (1427), along with the hurt monster who surged to the surface: the seasoned shaft (1434) cut him deeply, leading to his death. As a result, these lines repeatedly remind the reader of the sea monsters anthropomorphic actions, the s allowing the reader to imagine the sea creatures slipping and slithering, as well as emphasizing the violence that they both represent, and that ultimately envelopes them. The dark imagery and alliterations highlight Beowulfs reasoning for attacking, and thus his need for glory. This passage features many important themes within Beowulf, and the narrative voice uses literary and poetic elements to emphasize meaning on a thematic and poetic level. The poems diction proves patriarchal violence, while elements such as enjambment, personification, alliteration and imagery allow the poem to come alive with purpose. This passage establishes tension between the military actions of Beowulf, Hrothgar, and their retinue, and the imprecise threat posed by the water in which Grendels mother and other sea creatures live. In the description and attack of the sea-dragons, they are depicted in a hellish manner, proving that Beowulf is motivated by Christian beliefs, and must commit violence against the dangerous male sea monsters in order to obtain glory and heroism, and therefore the grace of God. Citations Greenblatt, Stephen.  The Norton Anthology of English Literature: the Middle Ages.