Aviation Regulatory Framework Comparison UK Vs USA Engineering Essay

Aviation Regulatory Framework Comparison UK Vs USA Engineering Essay This report looks at the aviation regulatory framework in both the United Kingdom and the United States, their differences and similarities. Due to the high level of cooperation between the FAA and the CAA and also EASA most regulation is very similar if not the same. By looking at the structure and functions of the regulatory bodies in terms of safety and security it is obvious that because the two countries are aiming for the same high level of safety that they should be taking the same steps in order to do this. The main difference between the regulation of civil aviation between the two countries is the fact that the FAA is the regulation making body for the US alone whereas the UK has regulation passed to it from EASA which the CAA has to implement over and above any regulations the CAA or the British government may have had in place previously. The US has a system where the FAA literally regulates every single aspect of civil aviation and although they freely communicate their findings and recommendations with foreign countries the FAA alone control us Regulatory framework reporting only to the Department of Transport. Introduction In this report the aviation regulatory framework of the United Kingdom will be compared and contrasted with the aviation regulatory framework of the United States. The report will describe the structure and functions of the bodies responsible for aviation regulation in both countries while addressing the responsibilities of airports, airlines and aircraft manufacturers within the respective frameworks. The issue of UK regulation being underpinned by EU legislation will also be discussed and anomalies between the UK and US framework will be identified. Report In the UK the secretary of state for transport is the government minister responsible for civil aviation. This position is currently held by the Rt Hon Lord Andrew Adonis who oversees the Department for Transport (DfT) which is involved in a number of areas in civil aviation although the regulation and supervision of civil aviation is the function of the Civil Aviation Authority (CAA). Aviation Regulation in the United Kingdom is statute law created by acts of parliament most of which is covered by the Civil Aviation Act 1982 which lays down the roles of the main authorities for the control and regulation of civil aviation in the UK, mostly covered by the secretary of state for transport, the department for transport and mainly the CAA. The Civil Aviation Act 1982 aims to deal with issues of roles, functions, duties and policies but does not act alone as other legislation affects civil aviation regulation. For example international conventions such as the Warsaw Convention and the Ai rport Act 1986 which provides of most of the regulation for UK airports (Blackshaw, 1992, p. 30). Civil aviation in the UK is also influenced heavily by EASA who will be discussed in detail later. The CAA is the National Aviation Authority (NAA) for the UK and amongst other things deals with most of the key functions of the regulation of civil aviation. The DfT as a government department deals with bilateral agreements and is directly involved in certain safety issues particularly the investigation of aircraft accidents through the Air Accidents Investigation Branch (AAIB). The DfT also has an important role in environmental issues within civil aviation, namely noise and aviation pollution from aircraft emissions and other areas. The DfT is also involved in national airport development and the management of aircraft security (Blackshaw, 1992, p. 31) (DfT) Civil aviation in the UK is regulated by the CAA which is an independent body with responsibility for economic, safety and consumer protection regulation, and airspace policy (DfT) The CAA provides advice to the government on aviation issues, represents consumer interests and conducts research to provide statistical data. The CAA regulates all aspects of aviation in the UK. In some areas the CAA is the primary regulator although in areas where responsibility for regulation lies with the European Aviation Safety Agency (EASA) The CAA merely implements the Europe wide regulations put forward by EASA. The CAA is structured in four main groups, the Safety Regulation Group, Economic Regulation Group, Directorate of Airspace Policy and the Consumer Protection Group (DfT). The Safety Regulation Group (SRG) work closely with EASA to improve aviation safety in the UK and across Europe by setting civil aviation standards and ensuring that they are achieved (Transport Research Knowledge Centre, 2009). The SRG looks at the proper design, manufacture, operation and maintenance of aircraft in that flight crews and aircraft maintenance engineers are competent and that licenced aerodromes are safe to use. The SRG also ensure that air traffic services and general aviation activities meet the required safety standards (DfT). EASA provides regulation for the CAA to implement in the fields of aircraft and product certification and has responsibility for the rules related to the design and maintenance of aircraft products and parts and setting standards for organisations involving design, productio n and maintenance of these products and parts. EASA has also expanded into the CAAs rulemaking role by implementing rules for aircraft operations and flight crew licencing and aims to introduce essential requirements to cover air traffic management and aerodrome activities with air traffic management involving Eurocontrol which is The European Organization for the Safety of Air Navigation. (CAA) Nonetheless the CAA is still the UKs NAA and the CAA SRG maintains its responsibility for all aspects not being adopted by EASA and is expected to monitor the safety of UK civil aviation against EASAs Pan European rules and standards whilst ensuring the UKs good safety performance is sustained. The CAA SRG is tasked by with regulatory oversight of production, maintenance and continuing airworthiness management organisations whether approved to UK or EASA standards. (CAA) The CAA Economic Regulation Group (ERG) looks at UK civil aviation from an economic viewpoint. The ERG regulates airports, air traffic services and airlines and provides advice on aviation policy from an economic standpoint (CAA). The ERG aims to secure the best sustainable outcome for users of air transport services by promoting liberalisation by removing government restrictions to entry to the airline market and to aid the optimal supply and regulation of aviation infrastructure (CAA). The ERG acts as an adviser to the government and produces statistical information on airlines and airports The CAA Directorate of Airspace Policy (DAP) is required by the government to make the most efficient use of airspace consistent with the safe operation of aircraft and the expeditious flow of air traffic whilst taking into consideration the requirements of operations and owners of all classes of aircraft (CAA). The Directorate of Airspace Policy approves and establishes controlled airspace and monitors and enforces standards, rules and regulations. The DAP is required to allocate radio frequencies and secondary radar codes for the use of air traffic control and provides meteorological services to UK civil aviation. (CAA, 2004) The CAA Consumer Protection Group (CPG) has four main responsibilities; firstly the CPG regulates the finances and fitness of travel organisers selling flights and package holidays in the UK. The CPG also manage the UKs largest system of consumer protection for travellers in the form of Air Travel Organisers Licensing (ATOL). The CPG license UK airlines and enforce European Council requirements in relation to their finances, nationality, and liability of passengers for death or injury and insurance. Finally the CPG enforce certain other legal requirements and codes of practice for protection of airlines customers. The European Aviation Safety Agency (EASA) has much bearing on the aviation regulatory framework of the United Kingdom. EASA aims to develop European framework for the regulation of aviation safety using themselves and the NAAs of the community member states. EASA focuses on a European regulatory system which is focused on seeing that aircraft are properly designed, manufactured, operated and maintained and that airlines operate safely, that flight crews, air traffic controllers and aircraft maintenance engineers are suitably skilled; that licensed aerodromes are safe to use and that air traffic control services and general aviation activities meet the required safety standards. (CAA) EASA provides a common initiative at European level to keep air transport safe and sustainable by developing common safety and environmental rules at European level. The agency works with the member states NAA to implement standards and provides the necessary technical expertise, training and research (EASA). EASA looks towards a single European aviation market and a single European sky and carries out executive responsibilities in the certification of specific models of aircraft, engines or parts approved for operation in the European Union (EU). The main tasks of EASA are to draft aviation safety legislation and provide technical advice to the European Commission and the Member States as well as Inspections, training and standardisation programmes to ensure uniform implementation of European aviation safety legislation in all member States by conducting inspections of national authorities as well as operations throughout the EU to monitor the application of EU rules on aviation safety and to assess the effectiveness of these rules. EASA also handles the safety and environmental type-certification of aircraft, engines and parts and approves aircraft design, production and maintenance organisations worldwide. The agency also handles the authorization of non EU operators and uses a Safety Assessment of Foreign Aircraft (SAFA) to judge the safety of foreign aircraft using EU Community airports. EASA also uses data collection, analysis and research to improve aviation safety and will soon be responsible for safety regulations reg arding airports and air traffic management systems, a responsibility handed to EASA as part of the Single European Sky initiative (EASA). EASA works with the NAAs of the EU members but has taken over many of their functions with the aim of promoting aviation standardisation which will eventually culminate in a Single European Sky, a much safer alternative to the system we have today. EASA assists the European Commission in negotiating international harmonization agreements with the rest of the world on behalf of its member states which includes working closely with its counterparts around the world such as the Federal Aviation Administration (FAA). (COMMISSION OF THE EUROPEAN COMMUNITIES, 2008) (EASA, 2007) The Federal Aviation Administration (FAA) is an agency of the United States (US) Department of Transportation (DoT) it is responsible for the safety of American civil aviation and regulates and oversees all aspects of civil aviation in the US. The FAA aims to regulate civil aviation to promote safety, encourage and develop civil aeronautics including new aviation technology, develop and operate a system of air traffic control and navigation for both civil and military aircraft and research and develop the National Airspace System including regulating air navigation facilities and flight inspection standards. The FAA develop and carry out programs to control aircraft noise and other environmental effects of civil aviation and also regulates U.S. commercial space transportation. (Federal Aviation Administration, 2005). The FAA carries out many activities in order to fulfil these aims, for safety regulation the FAA issues and enforces regulations and minimum standards covering the manufacture, operation and maintenance of aircraft. The FAA also certifies airmen and airports that serve air carriers. The safe and efficient use of navigable airspace is one of the FAAs primary objectives. A network of airport towers, air route traffic control centres and flight service stations are all run by the FAA who develop all of the air traffic rules, assign the use of airspace and control all air traffic. The Federal Aviation Authority also builds, installs, maintains and operates all air navigation facilities and sustains systems to support air traffic control and air navigation. (Federal Aviation Administration, 2005) To promote aviation safety and encourage civil aviation abroad, the FAA exchange aeronautical information with foreign authorities, certify foreign aircraft maintenance organisations, engineers and airmen. Technical aid and training is also provided by the FAA to other countries. The FAA negotiates bilateral airworthiness agreements with other countries and takes part in international conferences. In terms of research, engineering and development, it researches and develops the systems and procedures required for a safe and efficient system of air navigation and control. The FAA actively helps develop better aircraft engines and equipment and test or evaluate aviation systems, devices, materials and procedures. The FAA administers aviation insurance and develops specifications for aeronautical charts and publishes information on airways, airport services and other technical subject in aeronautics (Federal Aviation Administration, 2005). The Aviation Safety (AVS) department of the FAA is subdivided into three parts, firstly Flight Standards (AFS) which includes aircraft maintenance, safety team program, civil aviation registry, Flight Standards District Office (FSDO), regulatory support and general aviation. The second subdivision of AVS is Aerospace Medicine (AAM) which is responsible for managing all flight doctors and medical certificate deviations. The final subdivision of AVS is Aircraft Certification (AIR) which covers airworthiness certification, the small airplane directorate and the Manufacturing Inspection District Office (MIDO). (Randy Hansen, 2007) It is clear that in the UK aviation regulation is formulated with great input from the European community in the form of EASA and many powers have therefore been transferred to EASA from the CAA whereas in the US the FAA is the only regulatory power for all aspects of aviation from running air traffic control towers, a duty that the CAA has licenced to NATS, to negotiating bilateral airworthiness agreements and administering aviation insurance. The FAA is the NAA for the US and holds all responsibility for aviation safety and oversees all aspects of civil aviation in the US. The responsibilities of airports, airlines and aircraft manufacturers are very similar both in the UK and the US. This is not surprising as ideas on best practise are shared between the two countries extensively, especially in the field of aviation safety. One example of this is in the naming of aviation regulations, In the UK we have JARs which are Joint Aviation Requirements whereas in the US they have FARs Federal Aviation Regulations. JARs were introduced as a result of UK and EU collaboration in the production of joint ventures such as Concorde and Airbus, JARs set out common airworthiness requirements that have been agreed upon by all of the cooperating nations. JARs have now been superseded by EASA Parts under the basic regulation, for example JAR 21 has been superseded by EASA part 21. The Joint Aviation Authority (JAA) is an associated body of European Civil Aviation Conference (ECAC) representing the civil aviation regulation authorities of a number of EU states cooperatin g in developing and implementing common safety regulatory standards and procedures intended on providing high and consistent standards of safety and a level playing field for competition in Europe. Much emphasis is also placed on harmonising the JARs with the FARs in the US (Fisher, 2009). In the UK aircraft manufacturers are regulated under EASA Part 21 Acceptable Means of Compliance (AMC) and Certification Procedures for Aircraft and related products and parts. Similarly in the US aircraft manufacturers are regulated under FAR 21 certification procedures for products and parts. Aircraft Manufacturers are monitored throughout the design and manufacture process of aircraft and parts by the CAA FAA to ensure they comply with regulations. At the end of this process the aircraft type is certificated for appropriate use. It is up to the aircraft manufacturer to follow the internationally recognised standard for airworthiness to gain a Certificate of Airworthiness which is issued in accordance with the ICAO Chicago Convention. Aircraft manufacturers both in the UK and US are responsible for producing aircraft which are safe and fit for purpose. This is tested in four categories; Structural integrity, systems integrity, operational integrity and crashworthiness. (EASA, 2008 ) EASA Part 21 lays down common technical requirements and administrative procedures for airworthiness and environmental certification of products and parts specifying: The issue of type certificates and changes to those certificates; the issue of certificates of airworthiness; the issue of repair design approvals; the showing of compliance with environmental protection requirements; the issue of noise certificates; the identification and certification of products and parts; the certification of design and production organisations and the issue of airworthiness directives. (EASA, 2008) In order to fly commercial services for example carrying passenger or cargo for payment, UK airlines must gain an operating licence from the CAA (CAA). Similarly in the US airlines must undergo air carrier certification. Under part 121 airlines must comply with regulations and safety standards and manage hazard related risks in the operating environment (FAA, 2009). To qualify for a CAA Operating Licence an airline has to meet a number of requirements in respect of its safety, insurance and financial status. Once a CAA operating Licence is gained by an airline it is free to operate within the EU. To gain air carrier certification US airlines must follow a very similar system which is set out to determine whether an airline is able to conduct business in a manner that complies with all applicable regulations and safety standards. (FAA, 2009) (FAA, 2008) In the US the FAA requires all commercial airports to have Part 139 certification which ensures a uniform level of safety across all airports. To obtain Part 139 certification an airport must agree to certain operational and safety standards and have provisions for fire fighting and rescue. The requirements for Part 139 certification vary due to the size of the airport and type of flights it operates. Part 139 looks at the airport paperwork and finances and the aircraft movement area to make sure the runway and pavement conditions, marking and lighting are safe for use. Part 139 also lays out airport responsibilities in the area of ground vehicle operations and wildlife. Aircraft rescue and fire services are also inspected as are fuel facilities. (FAA, 2009) In the UK airport responsibilities are laid out in CAP 168 Licencing of Aerodromes. CAP 168 requires that in the UK all commercial flights take place at a licenced aerodrome, a government aerodrome or at an aerodrome managed by t he CAA. Like Part 139 the requirements laid out in CAP 168 reflect the standards and recommended practices of the ICAO and form the basis for an assessment of the potential suitability of the aerodrome to be licenced taking into account the size of the airport and the type of flights it handles. (CAA) (CAA, 2008) There are few anomalies between the UK and US aviation regulatory framework as much collaboration and communication now takes place via agencies such as ICAO and EASA to provide the aviation industry with a set of best practices. The main difference between the frameworks is the way the UK is being integrated with the EU using EASA to provide regulation that overrides that of the CAA. EASA will eventually take over most of the duties of the CAA and will provide most of the civil aviation regulation for the EU including the UK. The FAA on the other hand regulates the whole aviation industry in the US, everything from insuring aircraft to regulating commercial space transport. Although the FAA communicates its ideas with the rest of the world the agency retains all responsibility for anything aviation related in the US. Regulation in the US and UK is very similar as a result of this communication and much of the regulation developed from this will be implemented across Europe to create a single European sky and improve aviation safety. Conclusion In conclusion the aviation regulatory frameworks in place in the UK and the US have their striking similarities but also have very important differences. The FAA works alone in the USA and is the single authority responsible for all aspects of aviation regulation safety and security. In the UK the CAA, our equivalent to the FAA, implements European regulation decided by EASA. UK aviation regulation is underpinned by EU legislation in that EASA aim to create a single European sky and therefore aims to create uniformity between its member states. The FAA already has this uniformity over the whole of the United States and implements only the regulation it creates itself. Many of the safety regulations that cover airports, airlines and aircraft are very similar between frameworks if not identical in places, this shows that the JARs worked to harmonise EU regulations with US regulations a step still being taken by EASA today.

Ethics in Grant Essay

Ethics is described as moral principles and obligations that determine the wrongness and correctness of actions. It is associated with values and righteousness of every individual conduct. As a human being we are responsible for our actions and we have moral obligations for the welfare of others. Ethics cover our everyday life from what we think, decisions we make our philosophy and behavior to our everyday actions. In different professional field, standard and code of ethics are practiced to ensure proper conduct and behavior of those involved in the field. Ethics in grant has always been controversial. Issues associated with ethical behavior often arise from grant projects. The involvement of large amount of money causes the issues and suspicion to rise. An example of an issue that may arise from a grant project is commissioning. Commission refers to the fee paid to an employee after venturing to a successful business or closing a deal. However, professional organizations and funders consider commissioning unethical in nature. This is because compensation with regards to commissioning based on charitable contributions and donations are ugly site to see. Unlike salesmen, who get a cut from the proceeds they made, professionals who are involved in grant projects are considered skilled and talented people who lend and utilized their expertise in order to obtain huge support and following for the work and project that an organization is aiming to achieve. These are usually projects that requires huge amount of funding. If commissions are paid in favor of the grant workers in order to generate money, it would seems people are working because of the money involved and not because of the dedication one has to obtain support for the completion of the project In fact, the Code of Ethical Principles and Standards of Professional Practices of the Association of Fundraising Professional, clearly outlines that compensation based on a percentage of fundraising should not be accepted. Sincerity and honesty is another issue that that is usually associated with Grant projects. Honesty comes into play when errors are committed while the project is being done. This happens when proposals made is not enough for the project to be successful and major changes are needed. Employees often resort to covering things up in an effort to conceal the miscalculations and mistakes done during proposal. Cover up is done because the fear of losing the funder since the original plans agreed upon fail to materialize. Employees then tend to lie and pretend everything runs smoothly. To prevent ethical issues rising from Grant Projects, it is important to be honest and to tell everything that that is going on to the funder. By being honest, one can earn the funder’s trust and trust is important in every project to be successful. Furthermore, Grant makers and funders appreciate sincerity and honesty and they are open to changes from original plans that have been set, since changes that are made will yield promising results for the project. If an error with the project has been discovered, it is necessary to report at once. Also, it would be ethical to issue an apology if things are not carried out properly as promised. With the huge sum of money involved in Grant Projects, it will be helpful for anyone to be honest in every little way to prevent ethical issues from occurring. Sincerity for the project’s completion and the responsibility one owes from the funder and from those who support the organization in building the project should make one realize the misconduct of falling into the temptation the large sum of money brings. One should understand that an arrangement in which one obtain a kickback is unethical. To preserve one’s name and his reputation as a person and professional one must keep away from doing them.

The Ancient Greek Iconoclast’s Philosophy of Education

The basic philosophical foundation that supports the Socratic philosophy of education Socrates, in The Republic, begins his query by asking how is it best to live one†s life? He suggests the best life is lived in such a fashion that is conducive to creating a just society. Such a society is the one designed that is most conducive to justice, and therefore to happiness, as opposed to pleasure. Remember that happiness for the Greeks was not a matter of individual self-fulfillment. Rather, Socrates considered happiness as fulfilling one†s most fitting vocational role in society. Socrates defined a society that is best in autocratic terms-a cobbler should not rule, and a potential ruler or philosopher should not make shoes, because this is antithetical to their natural abilities and fitness. But although Socrates advocated oligarchy as the fittest system of governance, he did not advocate aristocracy. In one of his earlier dialogues, called the â€Å"Meno,† Socrates is shown leading a slave boy through mathematical proofs. With correct prompting the boy is thus able to recover innate knowledge about the world. Thus Socrates saw intellectual gifts as intrinsic to the human mind and not necessarily based on the ability of the tutor. This is why Socrates did not charge for his teachings, unlike the Sophists. (Kemerling, 2002,†Socrates,† The Philosophy Pages) But to accept the Socratic doctrine one must also believe that potential intellectual abilities are not democratically bestowed upon individuals as suggested by the Sophists, who aimed to teach all people to rhetorically please the people in the law courts and in the political sphere, by using clever phrases. Socrates believed that there was an inherent paradox in acquring knowledge â€Å"the most fundamental questions about our own nature and function,† are actually unaswerable and undemonstratable by common rhetorical devices, therefore â€Å"it seems impossible for us to learn anything. The only escape, Socrates proposed, is to acknowledge â€Å"that we already know what we need to know.† (Kemerling, 2002, â€Å"Plato: Immortality and the Forms-Doctrine of Recollection,† Philosophy Pages) How does this philosophy define the roles of teacher? From the â€Å"Meno† cited above, it might seem that Socrates saw himself primarily as a questioner and a facilitator of the recollection innate gifts. â€Å"The dialogue form was probably invented by Plato† to portray the Socratic method, otherwise known as the dialectic.† (Huffman, 2005) The method known as the Socratic method of teaching, still practiced in many schools (particularly law schools) today, â€Å"consisted of asking questions like ‘What is courage?† of people who were confident of the answer. Socrates, claiming ignorance of the answers to the questions, would gradually show the people's beliefs to be contradictory. Socrates did not answer his questions, though much could be learned from the course of the discussion.† (Huffman, 2005) How will this philosophy guide the learning expectations in a classroom? Using questions places the teacher in some authority, as the teacher directs the discussion through involved questioning. However, it also demands a great deal of preparedness and attentiveness on the part of the student, combined with a willingness to question what the student†s society may deem to be common sense. Students of innately high ability are supposed to continually excel, to justify the teacher†s expectations of the student's gifts. Ultimately, this questioning of common sense doctrine resulted in the condemnation of Socrates for corrupting the youth of Athens and of questioning the piety of the Greek gods. (Huffman, 2005) How will this philosophy exemplify the high standards of teaching? On one hand, the Socratic dialectic may seem to be an equalizing form of philosophy. Anyone can answer the questions of the teacher. But because the method stresses student recollection, rather than the teacher†s ability to mold or impart knowledge upon a blank slate, it did not function as such in Socrates† actual practice. The Republic, the delineation of the ideal state, advances a tiered division of society, mimicking the division of the body into soul, heart, and lower regions-rulers are innately of the mind, warriors of the heart or hands, and laborers of the lower regions of the body. â€Å"Only those with a philosophical temperament, Plato supposed, are competent to judge between what merely seems to be the case and what really is, between the misleading, transient appearances of sensible objects and the the permanent reality of unchanging, abstract forms.† (Kemerling, 2002, Philsophy Pages, â€Å"Plato: Education and the Value of Justice†) How will this philosophy address public expectations concerning student achievement? Accountability? In the world of the Republic, students of high levels of ability do not necessarily have empowerment over their education. Although they are subjected to rigorous Socratic questioning, they are also kept away from members of other classes of society, and not permitted to be corrupted by fairytales and myths that could take them away from their innate gifts of purely understanding the nature of virtue and the world of the forms. â€Å"Perhaps our best alternative, Socrates held, is to suppose that virtue is a (divinely bestowed?) true opinion that merely happens to lack the sort of rational justification which would earn it the status of certain knowledge,† and therefore virtue is unteachable. (Kemerling, 2002, â€Å"Plato: Immortality and the Forms-Doctrine of Recollection,† Philosophy Pages) Student achievement thus ultimately lies in the ability of the student, and the accountability of the teacher lies in his or her ability to select the correct student for the correct form of learning, rather than his or function as a teacher in the classroom.

The Fundamental Role Of Labor Unions - 1818 Words

Godard’s definition of labour is akin to that of the Marxists and it states that labour is the conversion of human effort into some measurable input in exchange for money. He argues that labour is given by the employed to established economic and social relationships with the employer (Godard, 1993). 2 What is the fundamental role of labour unions? The fundamental role of trade unions is to defend the rights of workers that subscribe to them. This they accomplish by negotiating for wage concessions, and better working conditions. 3 What distinctions divide workers into different groups or categories? In what way have these classifications changed over time? What are the reasons for this change? Class and union status are some of the distinguishing characteristics of workers. Class distinction has given rise to different types of employees or workers e.g. executives, managers, supervisors, general workers, and support staff. 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10 Things I Hate About You Movie Review Example

Essays on 10 Things I Hate About You Movie Movie Review The paper "10 Things I Hate About You Movie" is a good example of a movie review on visual arts and film studies.Director:   Gil Junger Karen McCullah Lutz,  Kirsten Smith, Stars: HeathLedger,  Julia Stiles  and  Joseph Gordon-LevittGood acting performances, mildly witty dialogues and a Shakespearean adaption ( Taming of the Shrew) make this 1999 teen-oriented movie â€Å"10 Things I hate About You† and interesting watch. Although I am not much into teen movies and stumbled on this one due to entirely unforeseen circumstances, I was surprised to see a non-irritating teen movie.Kat (Julia Stiles future agent Parson in Bourne Identity) and Bianca (Larisa Oleynik) are sisters but despite their blood relation, their personalities are exact polar opposites. Bianca, the younger is one of those cheesy teenage girls in the college that are just too popular for their own good. On the other hand, Kat (as in Shakespeare’s Kate), the older one, is one of those tomboyish g irls in the college who are Emo enough to hate everything but still have a soft yet unseen desire in their hearts." Kat and Bianca's father, Walter (standup comedian Larry Miller), has a rule that too for Bianca to date someone her older sister Kat has to get a date first. As the night of the prom party approaches Bianca finds herself being the object of affection of two boys, Joey Donner (Andrew Keegan) and a typically Hollywood style shy and kind guy ( a species that don’t really exist in real life) Cameron James (Joseph Gordon-Levitt – future Arthur in Inception!). As an unwilling duo (e.g. Pak and USA), Joey and Cameron select a prospective candidate for Kat: Patrick Verona (Heath Ledger future Joker in The Dark Knight), the local bad boy. They conjecture that (however unlikely it might seem) that of they could pay Patrick to hook up with Kat then one of them can then date Bianca. However, the following events turn out to be entertaining, as Patrick, like Shakespea re’s Petruchio, has to take extraordinary measures to tame the feminist and quick-tempered Kat.The unfolding plot then provides us with witty dialogues and we observe that the movie is almost loaded with double entendres and many dialogues have a double meaning. Although the script language is a little weak (usual for a teen movie), Kat’s and Patrick’s acting, as well as the accompanying music, is a treat to watch and that is what makes it stand out among the flood of sub-standard teen movies in the market.Director Gil Junger has done a decent job in directing the movie and has come up with a bright idea of adapting the Taming of The Shrew in a modern setting. The movie is rated PG 13 for sexuality-laced words, crude dialogue and alcohol-fueled scenes.

Essay on The Revised Ending of Great Expectations

The Revised Ending of Great Expectations The revised ending of Great Expectations is the version that Bulwer-Lytton gave his advice on. It was after reading what Dickens had written in his original ending that Bulwer-Lytton made suggestions on how to improve the ending. In this ending, Pip and Estella meet again in the garden at Satis House, but the possibility of them being together, even married, is left open in contrast to the original. By this point in the novel, Estella has suffered enormously, and is made into a better, more sympathetic person for it. Although this comes through in the original version, it is made even clearer in the second version. As Estella herself says, I have been bent and broken, but--I hope--into a†¦show more content†¦Although Estella repents for her past actions, it is hard to believe that she can now condescend to loving someone like Pip. Because of this, the possible union between Pip and Estella does not seem like a viable option for either of them. This huge plot change with the ending implies the weight of Bulwer-Lyttons influence on Dickens. Bulwer-Lytton was not only an author, but also worked in literary theory. He believed that the best fictional works did not end unhappily. Since he was asked to give his opinion of the novel, Bulwer-Lytton possibly swayed Dickens to avoid what he felt was the bleak original ending for a happier one. This would explain why the ending change occurred. However, it does not explain its brevity. Many critics have speculated that the abruptness of the total change of the ending shows that it was a half-hearted attempt by Dickens to create a positive ending. He originally felt that the true ending of the novel concerned Pip returning to the forge, not to Estella (Millhauser 268). Thematically, the novel ends when Pip returns to the forge. It is at this point that he sees what his greed has made him become. 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The Strategic Management

Question : Discuss about the Strategic Management ? Answer : Introduction One of the most reputed and renowned company in the oil and gas sector belonging to Australia is Woodside Petroleum. It was founded in the year 1954 and the headquarters of the company is located at Woodside Plaza located in Australia (Woodside.com.au, 2016). The company is owned by Royal Dutch Shell and the company is listed on the Australian Securities Exchange (Woodside.com.au, 2016). The operating profit of the company is 26 million US$ in the year 2015. The company has exploration, operations and development of liquefied natural gas projects in countries such as Canada, US, New Zealand, Korea, Ireland and others (Woodside.com.au, 2016). This paper would analyze various aspects of this organization including business strategies, criticisms, organizational culture and business environment analysis. Business Strategies of Woodside Petroleum Woodside Petroleum is a worldwide popular oil and gas organization which is considered as one of the largest operator of the oil as well as gas production (Woodside.com.au, 2016). The company has different projects in remote regions of Western Australia such as North West Shelf and Pluto projects (Woodside.com.au, 2016). These projects are one of the premium natural gas facilities in the world and have given superior performance in the last 30 years. The vision of Woodside Petroleum include that the company aspires to become the world leader in the development and distribution of oil and gas (Woodside.com.au, 2016). The mission includes the company strives to deliver the superior return policy to large number of stakeholders (Woodside.com.au, 2016). The strategic direction of the company is aimed at maintaining its market position in Australia by the optimization of assets as well as commercialization of the premium opportunities (Woodside.com.au, 2016). The core values of Woodside Petroleum include respect, integrity, discipline, sustainability, team work and excellence (Woodside.com.au, 2016). There are several competitors of the organization including ROC Oil Co. Ltd, ExxonMobil Australia Pty Ltd and China Petroleum. The business strategies of the company have evolved through the years. The business strategies of the company have displayed a progressive set of actions that have focussed on the business development of the organization. During the year 1979, the company gained approvals for commencing the North West Shelf Gas Project (Woodside.com.au, 2016). The organization has engaged in the business contract of Liquefied Natural Gas with eight Japanese firms (Woodside.com.au, 2016). It constantly looks for lucrative firms with which it can make profitable business opportunities. Woodside Petroleum is constantly looking for new exploration sites which would be lucrative options for the organization. This has resulted the organization to locate various condensate fields and oil fields. The company believes in the fact that it is important to discover new oil fields for the purpose of gaining competitive advantage. This drives the company to constantly search and scrutinise new oil fields (Woodside .com.au, 2016). This eagerness of the company has resulted in the discovery of Laverda oil field, Cossack oil field, Hermes oil fields, Laminaria oil field and others. At the present, the company has adopted a different set of business strategies. It has adopted three core values in their organizational policy such as portfolio growth, leveraging organizational capability and maximising the value of core assets (Woodside.com.au, 2016). The organization has positioned itself with expanding asset base as well as distinctive capabilities that are necessary for organizational success. This has been done by the increased adoption of the latest technologies. The organization has adopted the liquefaction technologies as well as LNG technologies for greater automation in their business processes (Woodside.com.au, 2016). The technology adoption has also resulted in the establishment of the remote operations in the offshore oil projects (Woodside.com.au, 2016). This has reduced the operational costs of the company as well as increased the organizations maintenance outcome. The company concentrates on the Australian region, Sub-Saharan Africa and the Atlantic regions. It strives to be the reputed emerging petroleum provinces (Woodside.com.au, 2016). Woodside Petroleum strives to expand its business operation networks and hence it has created an extensive network of exploration assets in locations such as Spain, Peru, Brazil, Ireland and others (Woodside.com.au, 2016). Criticism of business practices The multinational companies have always faced multiple challenges when aiming for business expansions (Kumar et al., 2013). There can be stiff resistance when implementing new organizational policies. The challenges can also be related to the day to day functioning of the organization. The same holds true for Woodside Petroleum. In the past, it was severely criticized for under-performance. The competitors of the company have not performed well and this has proved advantageous to the company. It has failed to revive the quality of their operational procedures and hence it holds the second position in the Australian economy. There are two instances during which the companys business decisions were severely criticized (Woodside.com.au, 2016). The first instance which proved to be troublesome for the company was when the Mauritian leader Ely Ould Mohamed Vall announced that the contracts made with Woodside Petroleum. The issue began when Woodside Petroleum agreed to pay US$600 million for developing the Chinguetti Offshore Oil Project in Mauritania (Aguilera et al., 2012). The Mauritanian government has claimed that Woodside Petroleum has signed the agreement beyond the legal framework. The company was accused of bribery and corruption when entering into the trade agreements. The organization was unable to portray ethical business practices when dealing with foreign government. The Australian Federal Police accused Woodside Petroleum of corruption as well as bribery, which was reported by the Sunday Morning Herald (Woodside.com.au, 2016). The BBC News reported the company performed outside the legal purview which caused great trouble for the organization. The second instance when Woodside Petroleum faced severe public criticism was when it made deceptive public comments (Sridhar and Jone, 2013). The criticism was done by the industry entity- Australian Conservation Foundation. The Foundation accused the company by stating that the company made unnecessary exaggeration in the public which did not match with the statements given to the investors and other stakeholders. The different statements made by the company in the public were contradictory and this caused huge trouble to the company. Theprimary aim of the company was to gain free carbon permits and this was the primary reasons for the deceptive statements, as claimed by the Conservation Foundation (Woodside.com.au, 2016). In the year 2009, the Australian Conservation Foundationlodges an official complaintagainst Woodside Petroleum. The federal consumer affairs were also involved for taking suitable action against the company. The company has faced criticisms from the customers, external stakeholders, legal institutions, industry experts and others. This caused negative brand image of the company. The legal proceedings and the controversy have impacted the reputation of the company. It has also caused major financial loss of the company. Business Environment Analysis of Woodside Petroleum The external as well as internal business environment of Woodside Petroleum needsto be analyzed for understanding the strategic business position in the oil and gas industry. The four analytical tools are used for this purpose such as PESTEL analysis, SWOT analysis, internal environment analysis and specific environment analysis. Political factors The oil as well as gas industry is influenced by the different political factors such as political instability, government regulations and geopolitical conflicts (North et al., 2014). Economic factors There is close relationship with the oil prices and value of US dollar that affect the pricing regulation of the company. The central value influences the dollar value which is an important factor in the pricing strategy of the oil and gas products (North et al., 2014). The factors such as shadow banking system, global economic crisis and recession also play a major role in shaping the business policies of Woodside Petroleum (Azar, 2015). Social factors There has been an increase in the awareness of the environment friendly fuels, increased awareness of the natural gas products and decreasing dependence on the fossil fuels (Stigka, Paravantis and Mihalakakou, 2014). These factors influence the manufacturing and the distribution of the oil as well as gas organizations. Technological factors There are some advanced technological factors which affect the oil and gas industry such as 3D printers, remote inspection, imaging technologies, data mapping and autonomous vehicles. Environmental factors The environmental factors such as heavier fuels usage, oil spills and refined petroleum spills affect the human as well as animal life to a great extent (Doerffer, 2013). The oil and gas pipelines have affected the natural water bodies such as rivers, oceans and cropland. Legal factors The legal framework involves the gas regulations, oil regulations and the natural gas regulations that determine the nature of the business policies of the company (North et al., 2014). It is also important to put emphasis on the intellectual property rights. The customers have displayed an increased consumption pattern for the oil as well as gas products (Clark, Horner and Harto, 2013). There has been an increase in the related industries that rely on the oil and gas products for making their manufacturing products. The functioning of this industry is being affected by partners, customers, unions, and competitors. The industry relies heavily on the supply chain process and hence the companies design their policies accordingly. Internal environmental analysis The internal business environment of Woodside Petroleum comprises of different entities such as process, employees, operations and the management. The aim of the process is to increase the production of the firm so that there is increased profitability of the firm (Sholarin and Awange, 2015). The operation process comprises of the division of labor and optimum utilization of the organizational resources (Sholarin and Awange, 2015). The managers strive to enhance the productivity of the employees thereby leading to the success of the organization. The primary purpose of the management function is the amalgamation of the major job roles in the organization by focusing on team work. SWOT analysis The SWOT analysis of the firm is depicted as below- STRENGHTS WEAKNESS Premium quality products Market leader High innovation Largest producer- LNG Reputed oil exploration process Years in design engineering Legal issues Issues relating to land acquisition Faulty oil mist detector Damaging effect on brand reputation Hurdles regarding James Price Gas OPPORTUNITIES THREATS Expand capabilities of natural gas products More exploration of the oil reserves High prices for the oil and gas products Increasing demand from developing economies High tendency of natural disasters Increased risk of operating risks Demand and supply shocks Political threat Drilling difficulties in unfamiliar geographical domains Fig: SWOT analysis of Woodside Petroleum Source: Created by author Organizational Culture The organizational culture of Woodside Petroleum comprises of the respect, integrity, discipline, sustainability and excellence (Woodside.com.au, 2016). The company believes in these core values and tries to implement them in the organization. The organizational culture of the company makes it sure that the quality of the internal environment is fair, honest and open (Bayzakova, 2014). The company also makes it a point to motivate the employees so that they can stick together for a longer duration. This in turn increases the productivity of the employees and this is beneficial from an organizational point of view. The director of the company Michael A Chaney has displayed significant leadership capabilities (Woodside.com.au, 2016). He is a democratic leader who strives to gain consensus through the process of participation. The person has involved his subordinates in the decision-making process of the organization. Mr. Chaney tries to give equal importance to the contribution of his team and their viewpoints are considered while formulating important decisions (Woodside.com.au, 2016). It is true that he takes into account the verdict of his employees, however, he takes the final decisions. He is also engaged in the delegation of authority to his subordinates. This is done after determining the best person for carrying out the specific job roles. Ms. Sarah Ryan have displayed more than 15 years of experience in the oil and gas sector (Woodside.com.au, 2016). She has displayed facilitative leadership. Her leadership style is people centered and she strives to develop an organizational culture that would facilitate goal achievement. She focusses on fostering team work in the organization along with enriching workplace culture. She also emphasizes on the change management process in the organization and has displayed effective leadership on these matters. Michigan Studies of Leadership has been followed for designing the leadership structure of the organization (Sholarin and Awange, 2015). This group of studies have helped the company to identify the principles of the different leadership styles which would be best suited to the organization. This would increase the organizational productivity as well as increase the motivation of the employees. The organizational leaders focus more on the human resources aspect of the organization. It values its employees and tries to create an enriching organizational culture. The senior leaders demonstrate participative leadership in the organization. Conclusion Woodside Petroleum is a reputed organization in the oil and gas sector which has implemented good organizational policies. The senior leaders of the company have displayed democratic leadership as well as facilitative leadership which has given due importance to the employees of the organization. The company has also faced several criticisms in the recent past which has also impacted the brand image of the organization. The internal environment as well as external environment analysis is done with the help of several tools such as PESTEL, SWOT and others. The analysis of the macro environment as well as internal environment would help the company in formulating efficient operation policies. The organizational culture of the company is enriching and it provides excellent human resources policies. This report would broaden the understanding of the organizational policies of Woodside Petroleum. References Aguilera, R.F., Eggert, R.G., CC, G.L. and Tilton, J.E., 2012. Is Depletion Likely to Create Significant Scarcities of Future Petroleum Resources?. InNon-Renewable Resource Issues(pp. 45-82). Springer Netherlands. Azar, S., 2015. The Relation of the US Dollar with Oil Prices, Gold Prices, and the US Stock Market.Research in World Economy, 6(1). Bayzakova, A., 2014. The Uncertain Future of Australian LNG Projects: The Use of Scenario Building in Strategic Management. Clark, C.E., Horner, R.M. and Harto, C.B., 2013. Life cycle water consumption for shale gas and conventional natural gas.Environmental science technology,47(20), pp.11829-11836. Doerffer, J.W., 2013.Oil spill response in the marine environment. Elsevier. Kumar, V., Sharma, A., Shah, R. and Rajan, B., 2013. Establishing profitable customer loyalty for multinational companies in the emerging economies: a conceptual framework.Journal of International Marketing,21(1), pp.57-80. North, D.W., Stern, P.C., Webler, T. and Field, P., 2014. Public and stakeholder participation for managing and reducing the risks of shale gas development.Environmental science technology,48(15), pp.8388-8396. Sholarin, E.A. and Awange, J.L., 2015. Broad Framework for Environmental Project Management. InEnvironmental Project Management(pp. 93-107). Springer International Publishing. Sridhar, K. and Jones, G., 2013. The three fundamental criticisms of the Triple Bottom Line approach: An empirical study to link sustainability reports in companies based in the Asia-Pacific region and TBL shortcomings.Asian Journal of Business Ethics,2(1), pp.91-111. Stigka, E.K., Paravantis, J.A. and Mihalakakou, G.K., 2014. Social acceptance of renewable energy sources: A review of contingent valuation applications.Renewable and Sustainable Energy Reviews,32, pp.100-106. Woodside.com.au, 2016.Woodside Energy | Home. [online] Woodside.com.au. Available at: https://www.woodside.com.au [Accessed 10 Dec. 2016].