Saturday, November 16, 2019
Co Evolution Of Humans And Disease Organisms
Co Evolution Of Humans And Disease Organisms Co-evolution is a situation where two or more species influence each others evolution reciprocally by applying selective pressures on each other. Genetically speaking, co-evolution is the change in genetic composition of one species in response to the genetic change in another. This can lead to evolutionary arms races, a classic example being the interaction between plants and insects. The development of a gene for chemical defences that is harmful to the insect by the plant will put a pressure on the population growth of the insect, and the insect will try to overcome this by evolving something to detoxify them, the plant will in turn evolve a stronger defence and so on, without either side winning (Ridley 2004). There are different types of interactions between organisms (Maynard Smith 1998). Among some are: Competition, where 2 species compete for a limited amount of a common essential resource and one or the other will be eliminated. For example, lions and cheetahs both feed on similar prey, so they are negatively affected by each other because they will have to compete for food. Mutualism, where the presence of one species stimulates the growth of another, and both sides benefit from the relationship, such as animals like cow and bacteria within their intestines. Cows benefit from cellulase produced by bacteria to help digestion while bacteria benefit from having nutrients supply from the cows. Parasitism, host-pathogen co-evolution, interaction between humans and disease organisms is an example of this, where a parasite benefit from its host at the cost of the host. In the mid-nineteenth century, Charles Darwin and Alfred Russel Wallace determined the mechanism of evolution as natural selection. Species and population do not remain fixed, but they change over time. Individuals of a same species show differences in phenotype, such as difference in height, colour, or defences against enemies. These can be passed on through generations. In a community, members of the same species will need to struggle for limited resources and avoid predators for survival. Those with an advantage in phenotype will survive better and therefore be able to reproduce more successfully. One way to recognize natural selection in a population is by using the Hardy-Weinberg equilibrium to measure the allele frequencies and genotype frequencies, on the assumption that it is an ideal population with large population size and random mating, lack of mutation and migration. There are three main types of selection: Directional selection, where the phenotype at one end of the distribution is selected for and the other end selected against. Stabilizing selection, where the intermediate phenotype is selected for while those at both extremes are selected against. Disruptive selection, where the phenotypes at both extremes are favoured simultaneously. In addition to natural selection, other factors that could alter allele frequencies are like mutation, migration or genetic drift that might eventually lead to speciation, which is the formation of new species (Klug, Spencer et al. 2007). Disease organisms are called pathogens, causing diseases by infecting or infesting another organism. They are often described as parasite, because they benefit from living in or on a host, at the cost of the host and can be anything from microorganisms such as bacteria and viruses to parasitic worms like tapeworms. To discuss the interaction between humans and disease organisms, we first have to look at how humans protect themselves against infection. The first line of defence of humans against pathogens is physical barriers. The intact skin of humans serves as an impenetrable barrier to pathogens and the acidity of sweat also hinders growth of bacteria. However, pathogens can still get inside the human body and this is where the immune system comes into play. There are two mechanisms of the immune system, namely the innate immunity and the adaptive immunity. Innate immunity is the inborn ability to defend ourselves without prior learning experience and this includes phagocytes such as monocytes and neutrophils where they can eat up the pathogens, and inflammatory cells such as eosinophils and basophils that trigger local inflammation at the infection site. On the other hand, adaptive immunity is the immune response that needs to be acquired through experience and it has exquisite specificity and immunological memory. The cells working under adaptive immunity are like cytotoxic cells that kill infected cells and B cells that produce antibody to destroy pathogens. On the timeline of evolution, humans, or Homo sapiens have only been around for less than 2 million years, while worms have been around for about 750 million years. The complexity of the innate immunity in humans today is due to evolution as time passes and more species of pathogens appeared, because only the fittest individuals survived the infection to reproduce and pass on their genes to the next generation. Innate immunity provide immediate defence against infection but it only recognises prominent differences between own cells and the pathogens, therefore responding to pathogens in a generic way. Thus, innate immunity works closely together with adaptive immunity which can give long term specific immune response due to memory cells. For example, immunity for malarial parasite will not give immunity for bacteria that causes tuberculosis (Davey, Halliday et al. 2001). Exposure to a certain pathogen in varying degrees also has affect on the genetic evolution of the immune system. One example is a cluster of genes that plays an important role in the recognition and presentation of non-self antigens to the cells of the immune system called the HLA (human leucocyte antigen), also known as major histocompatability complex (MHC) has been found to have associations with diseases like leprosy and tubercolosis (May and Anderson 1983). In a human population exposed to more of the diseases shows a higher diversity on the HLA genes. Disease organisms have different generation times. For example, the bacterium Escherichia Coli can reproduce in just twenty minutes under ideal circumstances, while the HIV (Human Immunodificiency Virus) can generate 10 billion new virus particles in a day. So in the course of the humans life, these pathogens can go through hundreds and thousands of generation, evolving to become better adapted and acquiring counter-defence to the humans immune system. Some important features of the co-evolution of humans and disease organism arise from this huge difference of reproductive rates. Pathogens usually possess certain adaptations to resist humans from trying to remove them and they are very much dependant on humans as their hosts for essential resources to survive, grow and reproduce. They must be able to find a new host before their current one dies or make their transition by means of vector species. The activity of the pathogens will to some extend reduce the fitness of humans or even kill them. There is a varying degree of harm that a pathogen can cause to humans, and this property is called virulence. For the same species of pathogen, some individuals might be totally unaffected by it while some might get infection that could be mild to serious or even killed by it. Virulence of one pathogen can be measured as the percentage of infections that leads to death. The bacterium Vibrio cholera was one the most virulent human pathogens, with a virulence of 15 percent until the appearance of HIV, which has a virulence of over 90 percent, meaning that 90 percent of infected people die (Davey, Halliday et al. 2001). There are different phases in which a disease organism can adapt to its host. The first phase being accidental infection, that is the first contact of the pathogen with a new species of host. Many human diseases are caused by pathogens that infect animals such as rabies, SARS and bird flu. Host changes are promoted by frequent contact between humans and animals such as keeping a pet. The second phase is the evolution of virulence after the pathogen has successfully invaded a new host. In this phase evolution of virulence happens rapidly because the pathogen is not be well adapted to the new host and will try to overcome the immune response by the host. The third phase occurs the pathogen has been persisting in the new host for some time and tries to reach an optimal virulence. Virulence that is too high either kills the host too quickly resulting in less time to reproduce successfully , reduce the chances of the host interacting with other hosts therefore reducing transmission or ind uces an immune response that react too strongly, while mildly virulent strains will be cleared by the immune system too quickly (Stearns and Koella 2008). An example of co-evolution between the immune system of humans and disease organism is shown in flu virus. When a large proportion of the population has developed immunity to a certain strain of flu virus, the spread of the virus will be prevented until it has evolved by mutation or re-assortment. This is called antigenic drift, where a variety of strains are created until one can infect people who are immune to the pre-existing strains. If a virus is produced that has entirely new antigens, everyone will be susceptible thus causing a major pandemic. Possibly one of the best-known cases for co-evolution of humans and disease organisms is the evolution of humans for the sickle cell trait to protect against severe malaria. Sickle cell disease is caused by a change in shape of haemoglobin, causing red blood cells to be distorted and encounter problems when passing through blood capillaries. Homozygous individuals do not survive for long and rarely reproduce while heterozygous individuals produce sickle shaped red cells and normal ones but barely develop any symptoms of the disease. One would assume that the allele frequency of sickle cell would reduce in a population but this is not the case. It has been found that heterozygotes for sickle cell have an advantage over normal individuals because the sickle shaped red cells reduce the ability of the parasite Plasmodium to grow and multiply. Another example that can be given is the evolution of the bacterium such as Mycobacterium tubercolosis, which causes TB. Strains of the TB bacteriu m have evolved recently that is resistant to all drugs, namely the multi-drug resistant (MDR) strains. Depending on the changes in human population, the bacteria can change its virulence accordingly. Some pathogens are willing to trade-off virulence with transmission, keeping virulence low so that transmission between hosts can happen. However, if the host becomes abundant or the immune system is suppressed as in the case of AIDS, then the pathogen may evolve a higher virulence. Co-evolution simply means the evolution of one species in response to that of another species. However, co-evolution does not indicate dependence on one another. Humans are not dependant on parasites for survival, and the other way around. Co-evolution of humans and disease organisms has produced many fascinating variations, whether in humans or the disease organisms. The studies on this can aide us in gaining understanding of health and diseases as disease organisms remain a major cause of mortality, especially in the under-developed regions of the world.
Wednesday, November 13, 2019
Charles W. Chestnutts The Marrow of Tradition Essay examples -- Chest
Charles W. Chestnutt's The Marrow of Tradition       Clearly, one can expect differing critical views of a novel; from the      author's perspective we see one view, from a publisher's another, and from      the reviewer's yet another. This is especially true of Charles W.      Chesnutt's The Marrow of Tradition. If one observes both the contemporary      reviews of the novel and letters exchanged between Chesnutt and his      friends and publisher, Houghton, Mifflin, and Co., one will see the      disparity in opinions regarding the work. Chesnutt himself felt the work      was of at least good quality, and remarked often of its significant      purpose in letters to Booker T. Washington, Houghton, Mifflin, Isaiah B.      Scott, and William H. Moody. Reviewers, too, were able to see the      "purpose" of the novel as a significant one as evidenced by reviews in      Chautauquan, the New York Times, The Literary World, Nation, and New York      Age.       However, most reviews, even those which pointed out the important theme of      the novel, suggested that it was not a well written one, often seeming      overly dramatic and too fictionalized. Even Chesnutt's friend, W.D.      Howells, was quick to attack the quality of the novel. And, as one might      expect, a few reviews (especially those of a Southern origin) were nothing      but negative. Examples of these are the Atlanta Journal, Bookman, and the      Independent. Particularly scathing is that of the Independent, a magazine      which was considered friendly to the cause of Black rights. In a series of      lette... ...things through a glass darkly, but we can      perhaps by constant iteration gradually help to undeceive them. I have      made an effort in this direction through my latest novel, The Marrow of      Tradition." And if the novel did not become the successor to Uncle Tom's      Cabin, as Chesnutt hoped, at least, in inflaming the critical community,      he achieved what he had desired: "to create sympathy throughout our      country for our cause. [...] I know I am on the weaker side in point of      popular sympathy, but I am on the stronger side in point of justice and      morality, and if I can but command the skill and the power to compel      attention, I think I will win out in the long, so far as I am personally      concerned, and will help the cause, which is vastly more important." Â
Monday, November 11, 2019
Strategic finance issues
This analysis will financially compare Santos Limiter's financial performance for the year ending 31st December 2013 with the previous year's results, by way of ratio analysis. It will also benchmark the latest result with that of Woodside Petroleum for the same period using the same ratio analysis of the 2013 financial statements of each company.A copy of these ratio analysis are attached to this report as appendix 1, which contains a through time comparison for the last two years for Santos Limited ND the across time comparison with Woodside Petroleum for the most recent year. As Basely and Hancock (2013 p. 358) depict there are certain factors relevant to selecting an appropriate benchmark.Woodside Petroleum has been selected as the benchmarking company as Woodside also operates in oil and gas production, focusing operations within the Australian area. While Woodside operations are larger than that of Santos, the relative size of these companies is comparable and both follow the a ccounting policies required by the Corporations Act 2001 , Australian Accounting Standards and other authoritative pronouncements of the Australian Accounting standards board.Both companies are listed on the Australian Stock Exchange (ASS) which provides comparative data for the ratios analyzed and presented in Appendix 1 with the following tables; Table 1 – Profitability ratios Table 2 – Efficiency ratios Table 3 – Short-term solvency ratios Table 4 – Long-term solvency ratios and Table 5 – Market-based ratios A copy of Santos Limiter's 2013, 2012 and Woodside petroleum ‘s 2013 Annual reports are attached to this report as Appendix 2, Appendix 3 and Appendix 4 especially, for reference to the findings and suggestions outlined in this review.One limitation of the comparison is that Santos Limited reports their financial data in Australian (ALL'S) dollars, while Woodside Petroleum report their financial data in American (US) dollars. This is o vercome by using ratios for a majority of comparisons and converting the US dollar amounts into ASS dollars when required. 2. 0 Ratio Analysis To look at the relationship between figures presented in the financial statements, this report uses a ratio analysis technique. To fully understand the ratios developed e will look at them in context of other information provided in various reports and the overall goals of the company.From these ratios the report will then compare these against the benchmark and ultimately identify areas for improvement and, if necessary, change. 2. 1 Profitability. As we can see from Table 1 – Profitability ratios, the net profit margin and the gross profit margin fell 1 . 74% and 4. 26% respectively in 2013. While sales increased 1 1 . 76% for the year, the gross profit margin decreased as previously stated which, was the main driver for the decrease in net profit margin for the year as the interest expense o sales remained consistent.There was a sli ght drop in return on assets, however asset turnover remained fairly constant, highlighting that the drop in net profit margin is due to the drop in gross profit margin and not a lower turnover of assets. The reduction in gross profit margin is due to the increase in financing costs like depreciation and depletion (up 1. 5% of sales for 2013) and third party product purchases (up 5. 6% of sales). The reduction in financing income also played a major part in pushing down profits. In comparison Woodside has a higher return on assets Han Santos due to the 16. 8% higher profit margin and they turnover assets more efficiently. Also, Santos' continuing capital growth strategies in projects such as the Papua New Guiana Liquefied Natural Gas (PING LONG) and the Gladstone Liquid Natural Gas (GLEN) transformational projects which are outlined in the 2013 Annual report, are still in the developing phase, therefore not producing to generate sales until the following years. Woodside had a low co mmitment to capital expenditure for the same financial year and after selling off major capital in 2012 their use of debt as far less (shown as the leverage ratio in Table 4).The return on ordinary shareholder's equity (ROE) ratio shows the return for the shareholders who supply equity to the business. The ROE is higher for Woodside due to their higher profit margins however, the higher financial leverage ratio in Table 4 will benefit Santos' shareholders when the return on assets increases compared to the financing costs. This will happen when the above mentioned projects begin production. This is congruent with the statement in a press release by Managing Director (M. D) and Chief Executive Officer (C.E. O) Mr. David Knox on 21st of February 2014. â€Å"In particular, our natural gas reserve and resource base in eastern Australia, combined with our leading infrastructure position, leaves Santos strategically well placed to meet growing market demand,†. 2. 2 Efficiency ratio s For the 2013 fiscal year the sales and also the number of debtors increased. The use of efficiency ratios helps determine whether the increase in debtors is due to the increase in sales alone or that it is caused by the debtors taking longer to pay.These ratios show this by providing statistical relations on how effectively Santos Limited is electing its outstanding owing money and converting the inventory into sales. From Table 2 we see that comparing the last two fiscal years for Santos Limited has made improvements in their debt collection practices. The number of days taken to collect debtors accounts has reduce from 78. 71 to 65. 53 days but is still outside Santos Limiter's standard 30 days for settlement of accounts. The closing balance is showing more debtors accounts being past the 65. 3 day average for 2013 fiscal year. Comparing these figures to Santos' competitor Woodside, whose debtor recovery is loser to the standard 30 days terms at 31. 63 days. An article in the Sy dney Morning Herald depicts that the question has been asked whether there is a gas reservation policy by shareholders, of which Santos Chairman Mr. Board denies. The ratio analysis of days taken to turn inventory into sales shows a possible reason for this question arising as the number of days taken to convert inventory into sales has risen in 2013 from 52. 19 to 53. 62 days.This is only a slight increase and with an expected increase in demand, this slight rise in inventory would be expected to cover n increase in demand. However, when comparing this level to the benchmark, Woodside inventory turnover is far less at 30. 46 days for a higher sales volume. 2. 3 Short-term solvency ratios While the previous ratios focus on performance of the company solvency ratios focus on assisting the company with decisions, short term and long term. Table 3 shows the short-term solvency ratios which assist in the short term decision making.The current ratio is the most basic test as to how liqui d a company is. It expresses a company's ability to meet its short-term liabilities with its short-term assets. A current ratio greater than or equal to one indicates that current assets should be able to satisfy short-term obligations. A ratio less than one indicated an inability to meet short term requirements. The quick ratio calculated for 2013 compared to 2012 shows the company's ability to pay is has reduced to below the 1:1 ratio, expressing that should the company be required to pay all current debts immediately, they could not do so.Due in part to the reduction in cash levels reducing the current assets from 34. 6% to 20. 3% of net assets. Also increases in the amount of short term interest bearing borrowings increases the current liabilities from 13. 6% of net assets to 16. 9%. With the less cover to pay the increase in short-term liabilities, there is a higher financial risk. When comparing these ratios to that of Woodside, Canton's short term debt paying ability is carry ing greater risks, but comparable with this benchmark. While the quick ratio decline to . 3:1 is cause for concern, the Cash flow from operations to current liabilities ratio shows that 94% of current liabilities can be covered with operational cash flow. Compare this to Woodside, which can easily cover rent liabilities with 141% of its current liabilities covered with operational cash flow. 2. 4 Long-term solvency ratios As the short-term financial risk has previously been expressed, the long term decisions can be assisted by the long-term solvency ratios expressed in Table 4. The debt to equity ratio compares the total liabilities of Santos Limited and compares it to the each dollar of shareholder's equity.During 2013 Santos' reliance has risen due to the increased borrowings and interest bearing loans, so for every $1 of shareholder's equity there is $1. 02 worth of debt obligations. This level of debt is double than that of our benchmark, Woodside Petroleum however, the debt to total asset ratio suggests there is enough assets to cover the debt long term. This might put the company under financial risk and indicate high use of debt compared to shareholder's equity and a greater financial risk long term. This increases the cost of interest in operation, effecting negatively on profitability.The interest coverage while currently is below the industry benchmark, there is sufficient coverage to ensure interest payment obligations will be met. The amount contributed to the long term room each $1 of operating cash flow has also been significantly reduced, moving further away from the benchmark company. This will increase interest costs long term however, also effecting profit margins. 2. 5 Market-based ratios The price per earnings ratio shown in Table 5 show how much the market would pay for shares of stock of the company per dollar of reported profit.About. Coma's business finance reporter Rosemary Palaver suggests that the average price to earnings ratio is a round 19 with Santos' ratio higher at 27. 68 and the benchmark, Woodside, ratio marginally lower at 17. 49. Reasons for Santos' higher than average price per earnings ratio would be due to the potential for Santos increase earnings per share in the foreseeable future and investors are trading accordingly. Other reasons for a high ratio are when companies are in a growth phase, which Santos' financial statements suggest it currently is not.A high ratio also suggests that the company has financial risk which was expressed in the short-term and long-term solvency ratios. While the market is willing to pay a higher price for investment in shares per dollar Santos reports as profit, the earnings yield assists in evaluating whether returns on investment compensates the risk adequately. The yield of 3. 61% for 2013 is down on sass's 4. 53% and short of Woodside 5. 72%, which is at a lower risk. Thus, Santos' shares did not perform to the industry benchmark and shareholders are not getting the yield expected for their investments.Dividends are also low, reflecting the company's growth positioning for the coming few years. 3. 0 Recommendations The increase in growing demand as expected by Mr. David Knox in a release and the move into production phase of the PING project will generate extra operating ash, primarily with already obtained assets. Therefore the focus moving forward should be reducing the financing costs involved in the cost of goods sold. This will in turn increase profit margins, giving a greater return on assets due to lower interest costs, moving margins closer to that of the benchmark Woodside Petroleum.The rate at which inventory is used to generate sales should be reviewed as it is slightly behind the benchmark. One suggestion to come from these ratio findings is that debtor control needs to be tightened which in turn will improve operations cash flow. Steps have been taken during the last fiscal year to reduce the number of days to collect outstandi ng debtor accounts, further improvement will also increase operating cash flow which will reduce the financial risk of the company to pay its current liabilities.The inventory level should be reduced to be more comparable to Woodside and increasing the quick assets level used to repay current liabilities. Further to assist in reducing the risk associated with the company's short-term solvency would be a focus on reducing the current interest-bearing loans and borrowings. 4. Conclusion. Through the usage of ratio analysis this report has analyses Santos Limiter's financial performance over the last two years and benchmark it against Australia's largest oil and natural gas producer.There are several other factors influencing position and performance like international economies, competition and major long term growth projects etc. These play a decisive role in the changes in profits, earnings yield and dividend yield. The last two years have seen Santos' profits and stock performances below industry averages but this is large in part to the investment in growth opportunities, which will begin production in the near future. Some findings and recommendations have been made to improve the financial position of the company so the entity and the shareholders that have invested in it can prosper.Although the companies are in the same field, factors like subsidiary companies or having some different end product can create problem in comparing the companies. The economic condition in the different region and the accounting techniques adopted by these companies while computing ratios and financial tenement also decreases the credibility of the calculation (Charles and Patricia, 1983) 5. 0 References Charles H. Gibson & Patricia A. Brush-off. 1983. Z ND Edition. Kent Publishing Company.
Saturday, November 9, 2019
Petroleum and Case Study
UNIVERSITI PUTRA MALAYSIA A CASE STUDY ON PETRONAS CARIGALI SDN BHD (Facing the International Challenges) WAN ZAINUDDIN HJ WAN MUDA GSM 1997 7 ? ‘IESIS A CASE STUDY ON PETRONAS CARIGALI SDN BHD (Facing the International Challenges) BY WAN ZJUNUDDIN HJ WAN MUDA MATRIC NO. : 45161 MASTER OF BUSINESS ADMINISTIUlTION MALAYSIAN GRADUATE SCHOOL OF MANA. GEMENT UNIVERSITY PUTRA MALAYSIA. SERDllNG SELANGOR DmUL EHSAN DECEMBER, 1997 A. Case Study On Petronas Carigali Sdn Bhd (Facing The International Challenges) By Wan Zainuddin Hj : Wan Muda 45161 Matrie No.This Case Study is submitted in partial fulfilment of the I'equirement fol' the Mastel' of Business Aclministl'ation, Malaysian Graduate School of Management, Univel'sity Putn Malaysia, Sel'dang, Selangol' Dal'Ul Ehsan. Confidentiality Statement The Case Study is purely an academic exercise undertaken by the author. The case herewith contains certain information that shall not be disclosed to the public. Thus no part of this documen t is to be reproduced in any form and be used in any manner without prior written permission from the author.Acknowledgement First, I would like to extend my deepest gratitude and appreciation to my Supervisor, Professor Dr. Mohd. Ismail Ahmad for his guidance, comments and valuable suggestions during the course of preparing this case study. A big thank you and credit shall also be given to all lecturers throughout the whole MBA programme for their interesting lecture which makes all of us more clear and understanding on the business concept and strategy which is important for today's competitive business environment.A word of thank shall also go to my wife and children who provide me a valuable inspiration and have been the most patient, understanding, supportive and encouraging for taking this course. Without them, the completion of this case study and the MBA programme would not have been possible. Thank you so much – I love you all †¦.. . Originality of the Document I, Wan Zainuddin Hj Wan Muda, Matric No. : 45161, a final year student of the MBA programme at the University Putra Malaysia, Serdang, Selangor Darul Ehsan hereby confirmed that the case repared for the above programme is purely the sole effort of my goodself. Name: Date : ‘allg? _1Ihd ?l_1Xl†I †¦.. ,†¦Ã¢â‚¬ ¦. ,, a.? __ ? P. T___ F_ Ii,. ,. ) FIGURE 1. 0 PETRONAS GROUP OF COMPANIES – 8 – I I I I I 1 I MANAGEMENT COMMITTEE GROUP PVBUC AFFAIRS BOARD OF DIRECTORS PRESIDENT ICEO DATO' M. HASSAN MERJCAN . : I I I I I -I 1- . .1 I BOARD AUDIT COMMrmE lAMe I INTERNAL AUDIT REGIOAAL OFACCS I I I HEALTH, SAFETY & ENVIRONMENT COMPANY SECRETARY &. LEGAl†¦ SERVICES CORPORATE PlANNING & BUSINESS DEVElOPMENT I I I CORPORATE DEVELOPMENT 1 I I I I EXPlORATION &. PROOUCTKlN SECTOR I . s PETROCHEMICAL SECTOR I ITEC? OGY . 1 1 RESOURCES & MANAGEMENT SECTOR REF? ING ‘ MARKETING SECTOR II TRANSPORTATION & MARINE SERVICES SECTOR I ) HUMAN RESOURCES MANAGEME NT SECTOR I 1 FINANCE SECTOR J FIGURE 2. 0 PETRONAS ORGANISATION STRUCTURE – 9 – PETRONAS was now a full-fledged oil and gas company which engaged in a wide range of activities. covering petroleum exploration and production. oil refining. marketing. trading and distribution of crude oil and petroleum products. natural gas processing. ransmission and distribution. natural gas liquefaction and marketing oil liquefied natural gas. and manufacturing and marketing of petrochemicals and fertilisers. Due to the government's depletion policy. oil production in the country was levelled off between 600. 000 bopd to 650. 000 bopd. Today. within a strong foothold in the country. while building on to its domestic operations. PETRONAS was actively expanding into the global market forging towards its vision of becoming a multi-national petroleum corporation. As PETRONAS President says †¦. The most critical challenge would be to achieve and keep our competitive edge in the intern ational arena where we would be up against the most established and experience players. In order to realise the above. we need to re-examizJe ourselves order to achieve the iUld cOlltlnuously improve 011 everytlJJllg we do in most cost effectiveness. efficient utilisation of our resources †¢Ã¢â‚¬ ¦. we must continuously seek improvement in our organisation and respond positively to the constant changes in the dynamic business environment that we  · operatem †¦Ã¢â‚¬ ¦ †. (3) 10 – 2. 1 . 1 VISION STATEMENT†MISSION STATEMENT PETRONAS, having consolidated its position at home and with the expertise and knowledge acquired over the span of 20 years of its existence, was spreading its wing and venturing abroad to pursue its â€Å"dreams†. In order to realise organisational goals, PETRONAS has recently launched the long term Vision Statement as well as creating a Mission Statement to benchmark and evaluate organisation success. PETRONAS VISION STATEME NT †To be a Leading Oil and Gas Multinational of Choice †PETRONAS MISSION STATEMENT We are a business entity, Petroleum was our resources, Our primary objective was to develop and add value to this national resources, Our obj ective was to contribute to the well being of the people and the nation†2. 1 . 2 SIIARED VALUES In addition to having both Vision and Mission Statement, PETRONAS also launched organisational â€Å"Shared Values†to enhance organisational objective in achieving the goals. – II – Loyalty Professionalism – Loyalty to the Nation & Corporation Committed, Innovative and Proactive and Always Striving for Excellence Integrity CohesivenessHonest and Upright United in Purpose and Fellowship With the above Vision, Mission Statement as well as establishing â€Å"Shared Values†statement, it was envisaged that PETRONAS employee could foster a better teamwork, quality product and services which could provide competitive edge, and hence would portray PETRONAS image, reputation and success of the organisation not only at home but also at the international arena. 2. 2 PETRONAS CJlRIGALJ SDN BBD PETRONAS CARlGALI SON. BHD. (peSB) was one of the PETRONAS wholly owned subsidiaries incorporated on 11 at May 1978.With the increase business activities in the exploration and production of oU and gas and good potential for industry development, peSB has been entrusted by PETRONAS to spearheaded the challenge in the oil and gas exploration, development and production not only locally but also at the international arena. To date, peSB was the operator of more than 12 fields, producing about one third of the country's total oil and gas production. The fields operated by PCSB locally are Ouyong, Oulang, Bekok, Tapis and Pulai in Peninsular Malaysia, the Tembungo and Samarang in Sabah, nine oilfield in – 12 –Baram Delta area in Sarawak. Meanwhile, in the international area, peSB was operating Dai Hu ng in Vietnam, and few platforms in the Caspian sea which undergoing development phases. Currently, PCSB has been involved in a number of projects internationally. Among the international projects undertaken by PCSB was in the Asia region such as Thailand, Philippine, Vietnam, Burma, Indonesia, India; in the Middle East such as in Iran, Iraq, Syria; in Eastern Europe such as Turkmenistan, Uzbekistan, Azerbaijan; in Africa such as in Sudan and many more. Through the years, PCSB kept on venturing into new concession area and ggressively participate in the international arena to further strengthen its business. (4) 2. 2. 1 PCSB VISION STATEMENT Many multinational companies set a long term organisational objectives or goals known as vision statement. Likewise, as business activities were faCing a stiff challenge in todays global market environment, PCSB has also established company vision in realising its goals and objectives. With the vision, peSB was expected to enhance its capabiliti es. PCSB vision was †To Be A MultinatiolJal E & P CompalJY ofClJoice, Creating V alue TlJroug COlJtinuous ImprovemelJt & GrowtlJ â€Å". h – 13 – 2. . 2 PCSB BUSINESS OBJECTIVES One could argue that it was virtually impossible for an organisation to function without having establish some business goals or objectives. An objective set a future target or end result that an organisation wishes to achieve. It also set a direction where the organisation was heading towards achieving its dream. As part of globalisation effort to purse its business activities, PCSB has set few organisational objectives to spearhead the challenge of the oil and gas industry that was very competitive particularly in the international arena. PCSB business objectives were ; oTo actively participate in the exploration of petrolewn resources for the maximwn benefit of the peopJe o To attain lull operational and technical expertise through manpower development and the transfer of technology in the shortest possible time o To achieve an adequate production level so as to meet the nation? total crude oil and gas output o To ensure maximum Malaysian involvement in the fabricating and assembling of aD production facilities and provision of ancillary and supportive services in the oil and gas industry. The above business objectives were in line with PETRONAS President wishes who said that††¦The most critical challenge would be to achieve and keep our competitive edge in the international arena where we would be – 14 – up against the most established and experienced players. In order to be competitive. we need to constantly re-examme ourselves iUJd CDlltbluously Improve Oil everytbblg we do in order to achieve cost effectiveness. efficient utilisation of our resources†¦Ã¢â‚¬ ¦. we must continuously seek improvement in our organisation and respond positively to the constant changes in the dynamic business environment that we operate 11(5) m†¦. . †¢ 3. 0 PCSB ORGANISATION STRUCTUREHaving diversifying its business activities outside the domestic environment. PCSB basically adopting functional concept of the organisation structure. Current PCSB organisation structure composed of essentially five (5) main divisions that were Exploration. Development. Commercial Services. Domestic Operation. and International Operation. Each of these divisions was headed by the General Manager who reported directly to the Managing Director/Chief Executive Officer. Exploration division focus on finding new oil and gas reserve that could provide substantial return to the company.Whenever Exploration teams find new oil and gas reserve. the field development was then be the responsibility of the Development division to further study how to produce hydrocarbon from offshore. Development division composed of Petroleum Department. Drilling Department. Design Department. Construction Department. and Services Department that specialise in cert ain work scope. Commercial Services Division mainly focused on all contractual matters pertaining to the project development and exploration activities. Meanwhile. for both – 15 –
Wednesday, November 6, 2019
offical language of the us essays
offical language of the us essays Official language of the United States In the world there are many types of languages and there are many types of cultures that go along with these languages. These peoples culture is part of their heritage and most people will do anything to keep their heritage alive. When these people come to America they will keep their heritage alive at any cost. But when it comes down to their language these people will learn English to fit in to American society. Even though there are millions of different languages in America today English is our nations official language. When immigrants from different countries migrate to America they know a different language. These immigrants soon fine out that the only way that they are going to survive in the United States is by learning how to speak English. This is what happened to John Silber Father when he emigrated from Germany to the United States in the early nineteen hundreds. John Silber father found out really fast that the only way that he is going to find a job and be successful is to learn how to speak English. Different countries around the world realize that the primary language spoken in the United States is English. They also understand that the only way that they are going to be able to do any business with the United States is to know English. Different countries are teaching their young kids very early in their lives to speak English, so that their youth can be able to communicate with the American businessmen. English is the united states official language and it seem like pretty soon Engli sh will be the worlds official language. English has become the primary language of the Unites States. I know hat many people dont want to face that fact because they fill when there language is not being recognized as a form of communication part of their culture or heritage is being ripped away from them. This is not true the only reason English has become the primary language of ht U...
Monday, November 4, 2019
Gendering Social Work Essay Example | Topics and Well Written Essays - 2000 words
Gendering Social Work - Essay Example Divide the students into two groups: (1) male students; and (2) female students. Before starting the group activity, call on the female students and instruct them to actively participate in the group discussion. Inform the female students to keep on talking while the male student(s) participate in the group discussion. Without mentioning the main purpose and objectives of this activity, the group of young men and women will be asked to read â€Å"Jazz ’03 Proudly Salutes Women in Jazzâ€Å". After allowing the students to read the article for 20 minutes, breaking the male privilege exercise will start by rarely calling on the male students to participate in the group discussion throughout the exercise. In case one or two male students is called to participate in the group discussion, make sure that each one of the male student will be given only a limited time to talk. During the last 15 minutes of the entire activity, start an open-discussion with the students regarding how they personally felt during the group discussion specifically on how the male students were given the chance to participate in the group discussion versus the female counterpart. For this particular question, take note which group complains more than the other group. As soon as the proctor receives a comment from each student, it is necessary to write down the comment of each student on the board. This will allow the students and the proctor to have a better analysis on how the group discussion went.
Saturday, November 2, 2019
Youth Leadership and Devcelopment as a Social Movement Essay
Youth Leadership and Devcelopment as a Social Movement - Essay Example A survey done by The Search Institute whose findings have been accumulated in a book "A Fragile Foundation: The State of Developmental Assets among American Youth" has identified 40 assets or building blocks classified into 08 categories required for a healthy development of a child, many of which were found missing in the life of an American child. As a result, an average American child is building his life on a fragile foundation resulting in their problematic behavior. The first four asset categories focus on external structures, relationships and activities that create a positive environment for youth and include loving and caring support from family, friends and teachers, a feeling of being valued and having clear-cut rules about the expected behavior and consistent consequences of breaking them, to be and do their best, opportunities outside of school to learn and develop new skills and interests with other youth and adults. The next four categories reflect internal values, ski lls and beliefs that young people need to fully engage with and function in the world around them and include commitment to learning and a belief in their own abilities, having strong guiding values or principles to help them make healthy life choices and having Social Competencies to interact effectively with others, to make difficult decisions and to cope with new situations. They also need to believe in their own self-worth and to feel that they have control over the things that happen to them. As American society was found miserably lacking in providing their youth an environment suitable for their young ones to flourish in, there is an urgent requirement of augmenting the efforts on the scale of a national movement and already more than 300 communities have started initiative to mobilize resources and motivate all sectors of the community to help build those building blocks required for the well-being of our young generation. One of the most effective ways to the positive development of our youth as envisaged by many organizations which are sincerely working in this direction is through channelizing youthful energy in community building work. This programme for Youth leadership and Development works on the principle of considering youth as an asset to themselves and shifts its stress from youth's needs and problems and lays it on considering them as a powerful tool to tackle societal evils..According to them as pure human capital in community ventures, youth offer tremendous and often untapped contributions. Young people's exuberance and optimism alone can make rich additions to efforts to strengthen communities. Yet all too often youth are seen only as heirs to the future, trustees of posterity who will in some distant future finally take their place as partners in civic life. For many community organizations and programs, youth are underused resources, overlooked and marginalized. However, those organiz ations and projects that do involve young people as integral and respected leaders and participants, are not only enriching their endeavors, they are also exercising a powerful and promising strategy for youth development. The Innovation Center for Community and Youth development, a project of the Tides Center, a non-profit organization dedicated to supporting people working for social change is working in strategic partnership with key individuals and institutions and with youth and adult staff and volunteers who share a devotion to the potential of
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