Critical analysis of a tv show of film Essay Example | Topics and Well Written Essays - 750 words

Critical analysis of a tv show of film - Essay Example This paper helps to provide an insight into the life of Juno, how she dealt with her problem of teenage pregnancy and how the people around her were affected, taking into account the stereotypical reactions and circumstances that she was thrust within. Juno the film has a very basic story line as well as concept attached to the tale; it is about a young girl trying to explore the nooks and crannies of intimacy and relationships without understanding the implications that might arise along with the same. The film has been directed in a very concise manner making use of pencil stylized ‘rotoscoped’ images right from the credits in the beginning, making use of animation in order to help the audience understand the maturity level of the girl and the kind of colourful life that she always wanted to live for herself. This entire sequence took a period of seven to eight months to be mastered as each and every shot that follows Juno on her way to the medical pharmacy was taken i n short screenings. The film thus helps teenagers to explore the kind of curiosity that reigns within them, and how the same should be understood not by simply jumping in and trying things out with friends, but by reading about things and comprehending the facts about life from one’s parents first. ... (Sciretta, Peter) The film achieved mass appeal because of the story telling as well as how the girl managed to learn her lesson without panicking much about the situation. The various characters within the movie have been portrayed in a very interesting manner. The director has taken his time to choose the main protagonists and provide them with a different twist. Juno is a young teenage girl who comes off a little strong on the first meeting with everyone. Full of sarcasm, she helps to put an indie spin on the movie and gives a very intense performance with her dominating nature and need to control everything that might not even be in her reach. However, she understands where she went wrong by getting pregnant but decides to bring about a change in a couple’s life with the help of her baby who she is willing to give up in order to make someone else happy. There was a vast amount of dramatisation in the film played by the other characters, namely Juno’s parents which h elped to calm the situation by making her understand what she had gone through, and helping her come out with a solution rather than screaming at her and making her feel the pain of the implications and consequences that she was already suffering. The two characters acted in an excellent manner, almost very real and lifelike, helping parents all around to understand how to cope with their children if they befall such a similar situation in their future. Juno herself wonderfully shows the kind of solid and sincere relationship she always wanted a child to be under the influence of during his or her growing up years and thus decides to give the baby to the perfect couple who will be able to raise it with love and patience. The movie falls

Principles of Law Enforcement Essay Example | Topics and Well Written Essays - 500 words

Principles of Law Enforcement - Essay Example strength of the police culture is based upon a mission and anything that is done in pursuing that mission is serving the greater good of the community (Reiner as quoted in Hall, 2002, p.1). One of the reasons why this situation exists is because police officers are in such a difficult and sometimes hostile environment. In order for them to work well, it helps when they have the assurance that other officers will have their back if something happens. Since the world of police work is unpredictable, it helps police have peace of mind when they know that the other officers will help them in external and internal investigations by keeping silent. According to Hall (2002) there are eight reasons why the Code of Silence exists. Here are a few:: With this information in mind it is easy to see why this Code of Silence is an integral part of law enforcement. The interesting issue about this is that each officer decides how much of this they will do and it is usually based on their own moral code of ethics. In research done by The National Institute of Ethics in 2000, it was found that 52% of officers were not bothered by the Code of Silence (as quoted in Hall, p. 3). In other words, they were fine with it. Hall also suggests that the root of this comes from the fact that we were told as children not to tell on our siblings and the fact that we were punished if we did. Walker (2001), in his book on police accountability says that the reason this Code of Silence exists is because "officers learned that there was no risk of punishment for backing up fellow officers responses no matter how credible the tale." (Walker, p. 109). Another issue that comes up for officers is that some have compassion for people who have experienced brutal crimes. Because of this, they may begin to think that since the public wants to get rid of an individual like this, whatever they do to get rid of the individual will be seen as the right thing to do. They ignore due process for the perpetrator

ISOM 201 Excel assignment Speech or Presentation

ISOM 201 Excel assignment - Speech or Presentation Example The means are however different among the retailers and means that the standard deviation is not a god measure for variability. The universal measure, coefficient of variation, which does not depend on units, is therefore suitable (109). Based on the coefficient of variation, the demand is more volatile for retailer D and least volatile for retailer B. Retailer A experiences the second highest level of volatility and retailer C follows. From the results, and using either the standard deviation or coefficient of variation because of equivalent means, combining retailer B and retailer D, reduces the variability from 69.9 percent to 64.75 percent. The other combinations increase variability of D. Postponement tactic allows Benetton to meet uncertain demand of each color by reducing the level of uncertainty. By waiting until demand arises in a season, the company operates under certainty. Production is also done on demand and therefore to meet customers’ needs at a low inventory level. With high level of uncertainty, the postponement strategy reduces volatility to establish accuracy in production volumes. This ensures reliable and valid data and the eliminated error, due to variation, in the production volumes, ensures accurate

General Motors Essay Example for Free

General Motors Essay General Motors Corp., commonly known as GM, is an iconic American corporation. It was the world’s largest automobile manufacturer from 1931 to 2008. GM was a winner in the automobile market until 2005, when it reported a net loss of more than $10 billion and continued to post annual losses since that time. During 2005 to 2007, the stock price slight increased until it disclosed its huge deferred tax assets. Since then GM’s stock price continued dropping and reached at a low of $1.45 per share on March 6, 2009. On March 4,2009, Deloitte Touche issued an unqualified opinion with a going-on concern paragraph on GM’s 2008 financial statements. GM received $13.4 billion in government loans in December 2008 and has requested another $16.6 billion. In April 2009, a restructuring plan was created to save GM. On June 1, 2009, GM filed for Chapter 11 bankruptcy. A new GM, known as General Motors Co., was created under the terms of bankruptcy plan. General Motors Co. began its operations on July 10,2009. In November 2010, GM went public with an initial public offering that raised $23.1 billion. This time, Deloitte did not make reference to going-on concern on GM’s 2010’s financial reporting. Discussion Questions 1. From Exhibit 1, we can see that since 2005, GM is suffering from losses and it had negative cash flows from operations except for 2007. In 2006, its total assets shrank nearly 60% from $476,078 million to $186,182 million. However, in my opinion, 2005 is not the sign of GM’s impending financial distress. It is in 2007 when it disclosed its huge deferred tax assets, which made the stock price dropped abruptly. And it is also in 2007 when the company’s net losses reached at $38,732 million. The huge deferred tax assets and constant huge losses make me consider that GM may encounter big financial distress in the following years. 2. Auditors should consider the following things in evaluating potential going-on concern uncertainties. (1) Consideration of conditions and events such as negative trends of operating losses, working capital deficiencies, negative cash flows, adverse key financial ratios. (2) Consideration of management’s plan such as plans to dispose assets, plans to borrow money or restructure debt, plans to reduce or delay expenditures and plans to increase ownership equity. (3) Consideration of financial statement effects; whether they are adequate and what are the possible effects. (4) Consideration of the effects on the auditor’s reports. 3. In my opinion, the going-concern uncertainty is not warranted. No one could predict what will happen in the future. Auditors do not have the responsibility to predict future events. Therefore, the going-concern uncertainty is just a substantial doubt based on historical data and past events, some reasonable estimates and management’s plans. From the exhibit 1, we can find that GM suffered losses since 2005. However, I do not think it necessary to issue an audit opinion modified to disclose going-concern opinion prior to 2007 when its losses reached at $38,732 million. A going-concern opinion should be issue when substantial doubt exists. Although it suffered losses since 2005, there was no sign that management would file the chapter 11 bankruptcy protection and it was likely that the US government would provide financial support for the GM. So it is not adequate to add the going-concern paragraph in my point of view. 4. The Great Recession which began in December 2007 and lasted to September 2008 might have accelerated Deloitte’s decision to issue an audit opinion modified to disclose going-concern uncertainties. The financial crisis resulted in collapse of large financial institutions, the bailout of banks by national governments, downturns in stock markets around the world, etc. The financial crisis made GM’s problems more difficult because it could not pay its debt and it became harder for it to refinance. Therefore, at this point, the going-concern uncertainty for GM was substantially increased, which led to an audit opinion with modified going-concern paragraph. 5. The Car Allowance Rebate Program released on July 1, 2009 did help the new GM. The program provided incentives for the automobile industry with more than 690,000 transactions rebated under this program. Although GM’s sale were down 17% from 2008, it got rid of 70% debt, abandoned 4 unprofitable brands and 13 manufacturing plants, cut off 22,500 employees and 2,300 dealers. These measures helped the new GM cut down its costs and got through its tough time. And there was no sign that any going-on concern uncertainty existed. What auditors should consider about the going-concern is pretty much the same as in question 2. 6. GM’s going-concern opinion would somewhat influence my decisions regarding purchasing a car from GM or investing in GM’s stock. And this may be part of the reason why GM’ stock dropped after 2008. In my point of view, going-concern is a self-fulfilling prophecy. However, it is not the going-concern opinion caused the company to file a bankruptcy protection. The company’s problem such as inefficient benefit plan had been existed there for a long time without solving. The going-concern opinion just revealed the problem and accelerated its demise. And this eventually made the self-fulfilling prophecy come true.

Manifest Destiny Essay Example for Free

Manifest Destiny Essay Manifest Destiny is defined as a belief that it was Gods will that Americans spread over the entire continent, and to control and populate the country as they see fit. Many expansionists conceived God as having the power to sustain and guide human destiny. It was white mans heavy burden to conquer and Christianize the heathen and savage land. While the positive side of Manifest Destiny was a surge of enthusiasm and energy from the white settlers for pushing West, the negative side was the belief that the white man had the right to destroy anything and anyone namely Indians who got in the way. Tracing the path of Manifest Destiny across the West would highlight mass destruction of tribal organizations, confinement of Indians to reservations, and full blown genocide. The dark side of Manifest Destiny revealed the white mans belief that his settlement of the land and civilization of its native peoples was preordained. While the whites were occupying the land, they decimated the Indian population, causing many tribes to flee their relentless onward push, or try to compromise with treaties and agreements. One such tribe to fall victim to the white encroachment upon their territory was the Nez Perce of North Western Oregon. The Nez Perce agreed to an 1855 treaty that guaranteed the tribe most of their traditional homeland in the Wallowa Valley of northeast Oregon to try to accommodate the white people who were beginning to invade their lands. Unfortunately, gold was soon discovered upon the Nez Perce land and the settlers wanted a larger portion of that land. The resulting 1863 treaty was agreed to by some tribal chiefs, but not all. Those who refused to sign were given an ultimatum in 1877, and rather than risk war, the non-treaty Nez Perce chiefsJoseph, Looking Glass, White Bird, Toohoolhoolzote, Bald Headdecided to move their people onto the smaller remaining section of the reservation, towards Fo rt Lapwai. Look more:  manifest destiny essay There were nearly 800 of the Nez Percemen, women and childrenand a herd of about 2,000 Appaloosa horses on the trek. On the way to Lapwai, things fell apart. A few young warriors were goaded into taking revenge on several whites who had killed tribal members in the past, and the U.S. Army retaliated by attacking the Nez Perce at White Bird Canyon, Idaho. Giving up the attempt to move to the reservation, the Nez Perce chiefs resolved to  flee to the east and seek out their Crow allies in Montana. When the Crow tribes showed them no friendship and tried to steal their horses, the Nez Perce set off for Canada. They almost made it, but the U.S. Army caught up with them and defeated them 45 miles shy of the border. Although the Nez Perce were one of the welcoming tribes that met Lewis and Clark, their kind efforts led to revenge, misunderstanding, deceit, greed and death. Another tribe which was victimized by the United States were the Cupeà ±os. The Cupeà ±os were a small tribe, one of the smallest Native American tribes in Southern California. It was unlikely that they ever numbered more than 1,000 at a time. They once occupied a territory approximately 10 square miles in diameter in a region of the San Luis Rey River in the valley of San Jose de Valle. Before 1810, the Cupans had very little contact with outsiders Spanish or otherwise. They had lived on their land for countless generations, their land including the medicinal hot springs and the village called Cupa. Unfortunately for the Cupenos, the pioneers who trekked West through the southern route, took a trail which trespassed upon their territory. To add insult to injury, American officials in San Diego concluded that a reasonable source of revenue would be taxation upon the Indians of the back country. The Cupans were assessed a $600 tax that with great resentment was finally paid by the villagers. By the late 1800s the hot sulfur springs found on the Cupa territories were becoming very popular and attracting visitors from Los Angeles and San Diego. The popularity of the destination and the growing California population began the events which ultimately led to the expulsion of the Cupans from their homeland. Four years after California became a state, a land survey commission was formed, and cattleman Juan Jose Warner claimed 47,500 acres of what is now Warner Springs. Warner Springs makes up the majority of the Cupan homeland. The property was later purchased by former California Governor John Downey in 1880. Downey then filed a lawsuit later pursued by his heirs after  his death claiming title to the land and demanding eviction of the Cupenos from the property. The Cupas argued before the courts that Mexican law, as well as the peace treaty that ended the war between Mexico and the United States, ensured Indian rights and precluded the hostile takeover of their land. They argued to no avail. The California courts agreed with Downey and in 1901 the United States Supreme Court affirmed the judgment ordering removal of the Indians. President Rutherford Hayes, prompted by the Supreme Court holding, declared the Indians trespassers and ordered the tribe relocated to Pala, California, just beyond the Palomar Mountains where a 10,000-acre reservation had been established. Pala was a Luiseno reservation then, not Cupa. This act marked the first time in U.S. history that two distinct Indian tribes were herded together in one reservation. This was a blemish upon a nation that prided itself on leading the world into the 20th Century and the cultural and political renaissance that accompanied such a transition.

BP Corporate Governance

BP Corporate Governance The concept of corporate governance is the system by which business corporation are directed and controlled. The three main aspect of good corporate governance are seen in shareholder right, transparency and board accountability. (Corporate governance by Alan Calder 2008). Definition: Corporate governance is concerned with holding the balance between economic and social goal and between individual and common goal and aim is to align as nearly as possible the interests of individual, corporation and society (Sir Adrian Cadbury, 1999). Using the British Petroleum case, we develop a model of efficient corporate governance addressing all facets of the society in which corporations exist such as economic, ethical, political, and social. These facets determine the norms by which corporate decisions are judged. Without incorporating every facet into decisions, companies will eventually fall short and company just cant do the things in profit motive by sacrificing the moral and ethical issues British Petroleum failed in averting the Mexico oil spill due to lack of coordination between board and chairman and interlacing all the facets of society in the corporate decision making process. This failure contributed to the mismanagement of the company by a relatively detached board of directors who failed to assimilate high ethical management standards into the foundation of decision making process. This model developed here will help companies in addressing the appropriate system of corporate governance which serves as a foundation to avert failure through the practice of high ethical patterns of behavior which are needed to survive in the modern business world. Case analysis and discussion By late 2010,the British Petroleum has become a cause cà ©là ¨bre amongst those concerned with corporate governance and particularly with the social, ethical and environmental responsibilities of business In the 21st century, corporate governance has become critical for medium and large organisation. The organization which fallows corporate guidelines strategy performs well than compared to organization which does not adhere to the guidelines. Corporation work with governance framework which is first set by law and then by regulation emanating from the regulatory bodies to which they are subject. The chairman and Boards of directors are responsible for the Mexico disaster as they not properly scrutinised the outsourcing to the partner and we call as leadership failure. The responsibilities of the board include setting the companys strategic aims, providing the leadership to put them into effect, supervising the management of the business and reporting to shareholders on their stewardship. It will be critically analyses the corporate governance structure of British Petroleum and its related issues regarding the corporate social responsibility. British Petroleum Corporate Governance structure Board structure British Petroleum Board fallows unitary board structure, characterized by one single board comprising both executive and non executive directors. The unitary board is responsible for all aspects of the company activities and all the directors are working to achieve the same ends. The shareholders elect the directors to the board at the company annual general meeting. The Board of British Petroleum focuses more on Agency theory which take into account of principle- agent framework. The work of Jensen and Meckling (1976) in particular, and of Fama and Jensen (1983), are associated with this Agency theory (Corporate governance -Christine A Mallin). In Agency Theory, in the context of corporation and issues of corporate control, agency theory views corporate governance mechanisms, especially the board of directors as agent to monitor the functioning of management or the corporation. The focus of the theory is on design proper incentives measure and implementing those incentives and monitoring the performance. Economic performance is vital, and increasing shareholder value is deemed good. Agency theory, however, is not able to address the issues of non-direct shareholder interests such as political pressures and societal expectations from firms such as British Petroleum The corporate governance structure of a firm should provide the medium of norms and best practices which balance the needs of all stakeholders of the firm. Therefore, the model of corporate governance structure for firms must include economic, political, social and ethical norms for decision making in order for firms to gain and retain legitimacy which leads to resources and survival. British Petroleum Plc board governing principle is as fallows. The BP Board is responsible for the direction and oversight of BP plc (BP) on behalf of the shareholders and is accountable to them, as owners, for all aspects of BPs business. The Board recognize that in conducting its business, BP should be receptive to other relevant constituencies. British Petroleum believes that good corporate governance involves to specify the role and responsibilities and the proper utilisation of distinct skills and processes. The Board therefore focuses on activities that enable it to promote shareholders interests, such as the consideration of long-term strategy, the monitoring of executive action, and ongoing Board and executive management succession. The board gives clear guide lines for the allocation of authority for the executive management of BP through the group Chief Executive (GCE) and these can be seen in the Governing principle The BP Goal The Goal of British petroleum is to maximize the shareholders value by investing the resources to activities in the oil, natural gas, petrochemical and energy business. The role of the Board The Board is collectively responsible for pursuing the BP Goal and is accountable to shareholders for all the actions of BP. The Boards role is to govern BP by discharging its sole responsibilities, which include Focus primarily on strategic issues; Regard to economic, political and social issues and any other relevant external Matters which may influence or affect the development of BPs business; and Exemplify through these Board Principles and its expectations for the conduct of the BP business and its employees. The Board and its processes The Board will take into confidence and seek to obtain the view of the shareholder as a whole, the board will decide the agenda for the financial year and these will be done with consultation of chairman, general chief executive and company secretary. Discussion at Board meetings will be open and constructive and the record will be kept confidential, unless there is a specific decision or legal requirement to make disclosure. The entire director can obtain independent professional advice relating to directors own responsibilities and the affairs of BP. Board Composition and Compensation Composition, Size, Independence and Tenure The Board comprise a experienced individuals with appropriate range of knowledge and working principle in Experience in dealing with strategic issues and long-term perspectives; Leadership experience, a superior knowledge of business principles and capacity Independent thought; Ability to participate constructively in deliberations; and Willingness to exercise authority in a collective manner. The director are elected annually by shareholder and half of director excluding the chairman, are non-executive director. Board and Director Evaluation The Board will evaluate its own working condition and performance including the work of its committees and this is done to keep the efficiency of the board. The performance and contribution of individual directors as members of the Board will be reviewed periodically, with the Chairmans performance being reviewed annually. The non executive will monitor the work of General chief Executive, the performance of the Executive directors will be monitored by the GCE and Non-Executive directors. Board Induction and Education All the directors will be given induction and training program for enable them to fulfil their responsibilities as directors, all the directors especially non-executive directors are prepared give sufficient time for the discharge of their BP responsibilities. The board will be kept informed by the directors through company secretary. The Nomination Committee will keep under review the commitments of Non-Executive directors and make recommendations to the Board if the Committee concludes that a directors other commitments are inconsistent with those required by BP. Role of the Chairman The Chairman will the leader of the board and act as facilitator, and has authority to act and speak for the board meeting on matter relating to the board principle. The Chairman is empowered to make any decision, establish any policy, take any action or enter into any obligation which is consistent with the Board Principles. and, in so doing, may interpret the Board Principles in any reasonable manner. The Chairman will ensure that systems are in place to provide directors with accurate, timely and clear information to enable the Board to consider properly all matters before it. The Chairman is responsible for ensuring the integrity and effectiveness of the Board Principles. The chairman role is clearly followed as per Sir Adrian Cadbury observation the primary task of chairman is to chair the board. This is the work they have been appointed to do and, however the duties at the top of the company may be divided. Chairing the board is their responsibility alone (p. 78). He clear highlights an important difference between CEOs and chairman. This principle is adhered by the British Petroleum as per Sir Adrian Cadbury statement on chairman. Role of the Deputy Chairman The Deputy Chairman will play as role of chairman in his absence and deputy Chairman normally serve as the Boards Senior Independent Director and will be accessible to shareholders who have concerns that cannot be addressed through normal channels. The Company Secretary The company secretary is selected by the nomination committee and all the board members have access to the advise and service of company secretary. The Company Secretary is responsible for advising the Board and the Committees on  all governance matters, ensuring that Board procedures are followed, that the applicable laws and regulations for the conduct of the affairs of the Board are complied with and for all matters associated with the maintenance of the board Board Committees The Board consists of permanent committee which are as The Chairmans Committee, Safety, Ethics and Environment Assurance Committee (SEEAC), Remuneration Committee, Audit Committee, Nomination Committee Chairmans Committee: Consist of chairman and all non-executive Directors and it work include; Evaluate the performance and the efficiency of the GCE Review the structure and systems for senior executive development and determine the succession plan for the GCE, the Executive directors and other senior members  of executive management Determine any other matter which is appropriate to be considered by all of the  Non-Executive directors Safety, Ethics and Environment Assurance Committee: consist of four to six Non-Executive Directors and it work include Monitor and obtain assurance that the management or mitigation of significant BP risks of a non-financial nature is appropriately addressed by the GCE Receive and review regular reports from the GCE or his delegate, the Group Internal  Auditor and the Group Compliance and Ethics Officer regarding the GCEs adherence  to the relevant Executive Limitations and his management in responding to risk Review material to be placed before shareholders which addresses environmental,  safety and ethical performance and make recommendations to the Board about  their adoption and publication Remuneration Committee: Consist of at least three Non-Executive Directors and it work include Determine the terms of engagement and remuneration of the GCE and the Executive directors and to report on those to shareholders   Determine on behalf of the Board matters of policy over which BP has authority  relating to the establishment or operation of BPs pension scheme of which the Audit Committee: Consist four to six Non-Executive Directors and it work include Monitor and obtain guarantee that the GCEs internal control system is in place and implemented effectively in the observance of the audit and relevant toExecutive Limitations Review regular reports from the GCE or his delegate, the Group Internal Auditor and the Group Compliance and Ethics Officer which evidence the GCEs adherence to the relevant Executive Limitations and his management in responding to risk Review all financial disclosure documents including quarterly results, annual accounts, prospectuses, information and offering memoranda to be placed before shareholders or filed with regulatory bodies and make recommendations to the Board about their adoption and publication Nomination Committee: Consist of chairman and chairs of SEEAC, Audit and Remuneration committee and it work include Categorise recommend candidates for appointment or reappointment as directors and company secretary Review the mix of knowledge, skills and experience of the Board to ensure the orderly succession of directors Evaluate outside directorship/commitments of the Non-Executive directors Risk and Internal Control The GCE will not cause or permit BP to operate without a comprehensive system  of controls and internal audit to identify and manage the risks that are material to BP,  to protect BPs assets and to monitor the application of BPs resources in a manner  which meets the standards of external auditors. (BP governing plc extract from bp.com) Weakness of corporate governance structure in British petroleum In the wake up of Gulf of Mexico oil spill, the corporate governance structure and the governing principle collapsed , the oil giant send uncharismatic leader, chief executive Tony Hayward to placate its major partners and stakeholder. Instead, BP should quickly provide new leadership and replace its ineffective top decision-makers. That would be just the first step in trying to win back the confidence of its partners and regaining investors trust while it continues to work on stopping the massive oil leak in the Gulf of Mexico and cleaning up the environmental disaster its created,The Financial Times in an editorial on July 6 said theres an urgent need for changes at the top of BP. And foremost investor Warren Buffett has said Hayward needs to be replaced for the good of both BP and the U.S. The FT made clear what it believes BP should do: There is no question that top management will have to be changed following the Gulf of Mexico oil spill. It noted that BPs response has exposed shortcomings in leadership and presentation.(Gene Marcial, financial columnist in Daily finance 7/12/2010) Analyst Lucy Haskins of Barclays Capital in a recent report noted that there are serious corporate governance questions given the magnitude of events at BP, which she describes as structurally disadvantaged. Haskin advises BPs nonexecutive directors should should change the whole corporate governing system of the company, like appointing new CEO and new leadership team.(Analyst Lucy Haskins of Barclays Capital in financial times December 2010) As we can see, on paper, BP addressed the management teams responsibilities in their corporate governance program. It is this same program that is being rated by Management Excellence and ranked accordingly. BP ranked number three on the list and surprising to many as BP ethics are based solely on board structure and policies. If the rating were based on management actions then we would have a new ranking, as ethics should be based on the verbs that management take in the day-to-day operations of the company; not the policies.   Olsen (2005) points to BP having more fatalities than compared to other company and also the recent 11 death in the April 20, 2010 explosion of the Deepwater Horizon (Casselman, 2010). Considering death toll of BP and disaster like the Texas Refinery explosion, pipeline leaks, illegal doming, and the Gulf Coast oil leak, we feel some things out of place and the rating system has it wrong, as environmental issues cannot be measured by policy and Procedure but the actual action and their day-to-day activities to gauge the ethical behaviour. Effective boardrooms need to be able to perceive fraud and misdeeds within their organization. To accomplish this, directors need to make sure they have internal controls that monitor, detect, and measure the usefulness of red flags. Employees and management must be properly trained to spot red flags within the scope of their job functions. Properly trained employees and management should be able to spot red flags sooner; leading to a reduction in cost per incident for fraudulent activities within the organization.   Creating an effective board, by utilizing Leblanc and Gillies (2003) model, can strengthen the overall sustainability of an organization. Effective boards have to understand the ethical risks, red flags, and internal controls within their organization. As failure to do so, often leads to a road, no one wishes to go down As per Tony Jackson review in Financial times British Petroleum has a stubborn nature of corporate culture which is difficult to change and also has defective safety culture. If we go through BP annual report which shows its top priorities are safety but it has not adhered to this statement as seen from Texas refinery explosion and Gulf of Mexico oil spill. Independent safety expert has given advise about BP US refinery safety upto to scratch and from we can assume there specific problem of corporate governance, Several investment professionals have said recently that the BP affair underlines the duty of owners to examine companies on safety. The recently refurbished UK Corporate Governance Code lays out the official position. The board, it says, is responsible for determining the nature and extent of the significant risks it is willing to take in achieving its strategic objectives. The board should maintain sound risk management and internal control systems. In other words top level management policy is not carried in execution below and this will make us believe the hypothesis of weak corporate governance in BP. Several institutional investors didnt buy BP share because of before the disaster because of safety worries. These all indicate weakness in safety, Ethics and environment Assurance Committee and actual fact the work is not up to mark of the committee Recommendation for good corporate governance in British Petroleum In general, we would recommend that corporate governance structure should establish a relationship among a company, its shareholders, and society in order to promote a fair, transparent, and accountable principle in an enterprise. Furthermore, the board of directors should be independent from the sphere of influence of the CEO and senior management. The board must bear no material relationship between the corporation and major independent directors. The Board should fallow the combined code of UK and Sarbanes-Oxley act of US as per the company operation of BP Refineries. Corporate governance structure for a particular firm must fulfill with societal norms to maintain legitimacy and resources in that society. In the model of corporate governance structure for firms developed in this manuscript, norms included economic, political, social and ethical norms Further, compliance by all the five groups of corporate governance structure -the Board of Directors external analysts, regulators, outside advisors and management form the model of corporate governance and all the group should remain independent in order to maintain check and balance The more proactive role is needed by the states and companies for the development process aimed at balancing economic growth with environmental sustainability and social cohesion, has motivated the following three interlinked business movements: This can be done by the following way Worldwide reforms on corporate governance. Corporate social responsibility SUMMARY In critically examining the case of British petroleum we have discussed with example of how corporate governance failures directly led to the fall in share price and loss of confidence in investor community. Though it is a helpful example to study and provide a scholarly discussion of the destructive effects a failure of corporate governance structures and corporate social responsibility can have on a companys shareholders, stakeholders, and society in general; a broader analysis leads us to conclude that having a governance structure in place that blends all appropriate norms of ethical, social, political and economic facets of society will have the most lasting and positive impact on all stakeholders. The interaction of all groups in the corporate governance structure is needed to help a corporations abide by best practices at all times. Sound corporate governance give confidence in the investors that the business environment in which the company operates is fair and transparent. It tells investors that that the company is made up of conscientious employees who respect the rights to ethics of care, justice, rights and utility. Overall, the notion of corporate governance is contained in the ethics of care, justice, rights and utility, and this is why it is of supreme importance in all business entities. Reference and Bibliography New UK Corporate Governance Code in force from 29 June 2010 BP plc -Board Governing Principle, September 20,2010 from bp.com Takis katsoulakos and Yannis Kat soulacos, Emerald Group publishing Ltd, Volume. 7 no. 4 2007,pp-355-369, Uche Nwabueze and Joan Mileski, Emerald group publishing Ltd, Volume 8 no .5, pp 583-594 Tony Jackson (2010), BP must ensure Its good intension become reality. Financial times, 27 June Oil spill Panels Reilly Fault Regulator, Wall street Journal(online), New York, March 4th ,2011 Leblanc R Gilllies J(2003), The coming revolution in corporate governance, Ivey Business Journal BP leads nation in Refinery Fatalities, Retrieved (2010), 1st October Ross, M (2008) 1st April, Fraud Red Flags Mallin A C (2010) 3rd edition, Corporate Governance Guler Aras David Crowther (2009), A Handbook of Corporate Governance and Social Responsibility Robert G Monks and Nell Minow(2004), 3rd edition, Corporate Governance Joseph. B. White, Proquest Document ID: 2282002181, Source , Newspaper British Petroleum Annual Report 2011

Essay on Camus’ The Stranger (The Outsider): The Gentle Meursault :: Camus Stranger Essays

The Gentle Meursault of Camus’s The Stranger (The Outsider) In Albert Camus’s The Stranger, Meursault, the protagonist, could be seen as immoral if he were judged on the basis of his actions alone. However, through Camus’s use of a first person narrative, we begin to understand Meursault as not an immoral man, but simply an indifferent one. Meursault is a symbol of the universe, and so in understanding him we understand that the universe is also not evil, but instead a place of gentle indifference. At first glance, Meursault could be seen as an evil man. He shows no grief at his mother’s funeral, worrying more about the heat. His first reaction to his mother’s death is not sadness, it is a matter-of-fact, unemotional acceptance of the situation. â€Å"Maman died today. Or yesterday maybe, I don’t know.† Later on in the story, Meursault kills an Arab on the beach, and his only concern is that he has ruined the calm, pleasant day he was having. When he is in jail, the magistrate comes in an attempt to save Meursault’s soul, but instead of cooperating, Meursault simply confounds the magistrate by refusing to believe in God. Even at his trial, Meursault doesn’t show any remorse for having killed the Arab. Based on this evidence alone, how can we not see Meursault as evil? In the novel, we are given a more complete view of Meursault. The story is told from his point-of-view, which allows us to understand the situation as Meursault perceives it. Looking at the situation in this light, we can see Meursault as not evil, but simply indifferent and detached from life. He doesn’t attempt to get wrapped up in emotion or relationships, he just takes things as they come, doing whatever is easiest for him. He becomes friends with Raymond and agrees to marry Marie simply because he doesn’t have a very good reason not to. Seeing the story from Meursault’s viewpoint, we understand that even killing the Arab wasn’t an act of malice or evil intent. As Meursault puts it, â€Å"My nature is such that my physical needs often get in the way of my feelings.† With this in context, things begin to make more sense. Meursault’s seemingly cryptic statement that he murdered the Arab â€Å"because of the sun† can be taken as truth . Meursault does things that society judges as wrong not because he is evil or wants to appear immoral, but because the sun and heat, symbols for Meursault’s emotional state, cause him to become uncomfortable and act â€Å"inappropriately.