Symbollism In Goodman Brown Essay Research Paper free essay sample

Symbollism In Goodman Brown Essay, Research Paper The Symbolism in Nathan Hawthorne # 8217 ; s # 8220 ; Young Goodman Brown # 8221 ; begins before the narrative starts. The first mark of symbolism is in the rubric of the narrative. The word # 8220 ; immature # 8221 ; is used in stating that Mr. Brown is immature in his matrimony and in his adulthood. The following word # 8220 ; Goodman # 8221 ; was a term used in Hawthorne # 8217 ; s twenty-four hours as a adult male under a gentleman. This fits Mr. Brown because he is no 1 special, merely to his friends and household. Symbolism is strewn throughout the narrative in what seems like every word. In the beginning of the narrative, the phrase # 8220 ; Faith, as the married woman was so competently named # 8221 ; shows that the word # 8220 ; Faith # 8221 ; is non merely his married woman # 8217 ; s name, instead it is besides the # 8220 ; Faith # 8221 ; one must hold to believe in faith. Mr. Brown # 8217 ; s religion is tested in this narrative to find wether or non he is good or evil. We will write a custom essay sample on Symbollism In Goodman Brown Essay Research Paper or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Second, when he is go forthing and his married woman is imploring that he remain. This is atrocious near the state of affairs subsequently in the narrative where his female parents shade is seeking to keep him back. Yet, Mr. Brown tells his married woman that # 8220 ; My journey, as thoust call it, Forth and back once more must be done # 8216 ; twixt now and sunrise. # 8221 ; Taking a journey as she calls it like his male parent and his gramps had when they were immature. Once once more, subsequently in the narrative when his female parent tells him to remain back, the shade of his male parent is the 1 who tells him to travel on. When Mr. Brown enters the wood he says that # 8220 ; There may be a diabolic Indian behind every tree # 8221 ; ( which will be discussed subsequently ) and # 8220 ; What if the Satan himself should be at my really elbow. # 8221 ; These both symbolize what is to come. The first is the meeting with the Satan. When he meets the Satan, He is told that he is tardily. As if they were supposed to run into. This could be related to people holding at that place certain clip to run into # 8220 ; Death # 8221 ; as it were. Mr. Brown does non oppugn at that place meeting, instead he says that # 8220 ; Faith # 8221 ; held him back. Faith is used once more as a symbol. The first being that his married woman Faith held him back. The other being that religion in God held him back from traveling to the Devil. As Mr. Brown goes deeper in Thursday vitamin E forest with the Devil, he notices his staff which resembles a snake. This is evidently a literary fable to the narrative of Adam and Eve in the Bible in which a snake, the most crafty and keen of all animate beings, convinces Eve to eat from the tree of cognition. This seems like a symbol where subsequently on in the narrative, When Mr. Brown is deeper in the wood, he learns things about the people in the town that he neer knew, nor did he desire to cognize. As Mr. Brown goes further into the wood with the Devil, the Devil begins to utilize people that Mr. Brown knows to interrupt him. First by stating that he was with his male parent while firing enchantresss in earlier old ages, besides by demoing him Goody Close in the wood picking up the staff that the Devil throws down at her pess without any statement. Sing this breaks him but he still is strong. Finally he hears the voices of Deacon Gookin and the curate. They are speaking about traveling to a meeting deep within the wood. Mr. Brown knows nil of any church convention in the wood particularly where Indian # 8217 ; s may besides be. This is a mention to the earlier statement that a diabolic Indian could be behind any tree and now they is to be a meeting with them. Mr. Brown eventually ends his walk in the wood when he finds a assemblage of all the towns people deep within the wood. He is pulled into it by one of the people at that place and is brought up to be baptized by the Satan along with his married woman Faith. Here once more the word religion is used both in him loosening his married woman to the Satan and him losing his religion in God to the Satan. Finally when he is about to shout for his married woman to state no to the Devil he realizes he is against a cold stone and the subdivisions that were on fire trickle dew on him. He is diffident if he was woolgathering or if this incident really happened. He returns to the small town and continues to populate a # 8220 ; austere, a sad, a darkly meditative, a distrusting, if non despairing man. # 8221 ; Wether what happened was a dream or was existent doesn # 8217 ; t intend anything because either manner he doesn # 8217 ; t inquiry it that much screening that it would hold effected him the same both ways.

Questions On Biodiversity In Ecosystems An Environmental Sciences Essays

Questions On Biodiversity In Ecosystems An Environmental Sciences Essays Questions On Biodiversity In Ecosystems An Environmental Sciences Essay Questions On Biodiversity In Ecosystems An Environmental Sciences Essay the disposal of the Habitat Stewardship Program for species at hazard, and the Interdepartmental Recovery Fund. The Minister of Environment is besides responsible for the protection and recovery of migratory birds and species at hazard on federal lands other than those under the duty of the Minister of Fisheries and Oceans or those persons under the duty of Parks Canada Agency. Under the Accord, it is understood that the states and districts will set about actions and enforce prohibitions for the preservation of species at hazard under their legal power. In add-on, the Minister of the Environment is responsible for the induction and facilitation of multi-jurisdictional recovery squads, and for organizing the development of recovery schemes for species necessitating the engagement of more than one legal power. The Minister of the Environment will try to come in into understandings with states and districts for them to develop recovery schemes for species under their direction duty. Visit the Environment Canada website A ; gt ; Department of Fisheries and Oceans The Minister of Fisheries and Oceans is responsible for the protection and recovery of aquatic species at hazard under federal legal power, other than persons under the duty of the Minister of the Environment in the instance of persons found on National Wildlife Areas, and Parks Canada Agency. The Minister is responsible for implementing the necessary preservation and protection steps under the Species at Risk Act for aquatic species on the legal protection list. Aquatic species to be protected includes fish or Marine works species defined as such under the federal Fisheries Act, and those which have been assessed against COSEWIC s categorization standards. The Minister will work closely with both the Minister of Environment and Parks Canada Agency, to guarantee common and consistent attacks within the federal authorities to protecting species at hazard. Visit the Department of Fisheries and Oceans website amp ; gt ; Parks Canada Agency Parks Canada Agency is responsible for the development of recovery schemes for those species that occur in Canada chiefly in national Parkss, national historic sites and other federal protected heritage countries under the authorization of the Minister. The Minister is besides responsible for the direction and recovery of species found in national Parkss and lands administered by the Minister. Visit the Parks Canada Agency website A ; gt ; Canadian Endangered Species Conservation Council The Canadian Endangered Species Conservation Council ( CESCC ) consists of the Minister of the Environment, the Minister of Fisheries and Oceans, and Curates of the provincial / territorial authoritiess who are responsible for the preservation and direction of a wildlife species in that state or district. The function of CESCC is to supply general way on the activities of COSEWIC ; organize the activities of the assorted authoritiess represented on the Council relating to the protection of species at hazard ; and seek and see advice and recommendations from the National Aboriginal Council on species at hazard. Committee on the Status of Endangered Wildlife in Canada The Committee on the Status of Endangered Wildlife in Canada ( COSEWIC ) provides advice to authorities on the position of wildlife species and was established for the first clip as a legal entity under the Species at Risk Act. COSEWIC is composed of qualified wildlife experts drawn from the federal, provincial, and territorial authoritiess, wildlife direction boards, Aboriginal groups, universities, museums, national non-governmental organisations and others with expertness in the preservation of wildlife species in Canada. Members are appointed by the Minister of Environment after audience with the Council ( CESCC ) and appropriate experts. COSEWIC operates at arm s length from authorities in an unfastened and crystalline procedure, keeping impartial scientific and adept opinion in its appraisal of wildlife species. The function of COSEWIC is to measure and sort the position of wildlife species utilizing the best available information on the biological position of a species, including scientific cognition, community cognition, and Aboriginal traditional cognition. COSEWIC classifies wildlife species and studies to the CESCC. Visit the COSEWIC website A ; gt ; National Aboriginal Council on Species at Risk The National Aboriginal Council on Species at Risk ( NACOSAR ) is an consultative council comprised of six representatives of the Aboriginal peoples of Canada selected by the Minister of Environment based upon recommendations from Aboriginal organisations that the Minister considers appropriate. The function of the Council is to rede the Minister on the Administration of the Act and supply advice and recommendations to the Canadian Endangered Species Conservation Council ( CESCC ) under subdivision 8.1 and 8.2 of the Speciess at Risk Act ( SARA ) . 2 ) infusion from the Office of the Auditor General of Canada, 2008 March Status Report of the Commissioner of Environment and Sustainable Development, Chapter 5 Ecosystems Protection of Speciess at Risk ( viewed Feb. 11, 2009 ) hypertext transfer protocol: //www.oag-bvg.gc.ca/internet/English/parl_cesd_200803_05_e_30131.html Main Points What we examined As of June 2007, there were 389 species in Canada listed as at hazard on Schedule 1 of the 2002 Speciess at Risk Act. Under the Act, the Minister of the Environment and the Minister of Fisheries and Oceans are responsible for fixing recovery schemes, action programs, and direction programs for species at hazard for which they are the competent curate. In 2001, we found that there was a demand for better baseline information to enable the authorities to efficaciously pull off species at hazard. We recommended that Environment Canada, Fisheries and Oceans Canada and Parks Canada develop a comprehensive stock list of species at hazard under their legal power and guarantee that recovery schemes for these species be developed and implemented. The three organisations agreed with our recommendations. Although our 2001 audit focused on activities in the Great Lakes-St. Lawrence River Basin, the three organisations manage their activities on a national footing and hence, for this Status Report we examined advancement made on our recommendation by the responsible sections from a national position. We besides examined conformity with subdivisions of the 2002 Speciess at Risk Act, which came into force after our last audit but which relate to our recommendations. These subdivisions of the Act have specific and normative demands sing recovery schemes. Why it s of import Apart from its intrinsic value as portion of Canada s natural heritage, Canada s biodiversity, including wild species of workss and animate beings, represents a huge depot of biological resources. The workss, mammals, and aquatic species found in ecosystems are mutualist and hence keeping ecological diverseness is of import to keeping the wellness and unity of the environment. Although it may travel unnoticed by most people, the loss of one or two cardinal species can hold ripple effects across an ecosystem with potentially important effects on our quality of life. Harmonizing to assorted scientific beginnings, human activities in the 21st century have greatly increased the rate at which species are vanishing. What we found Environment Canada and Fisheries and Oceans Canada have made unsatisfactory advancement in reacting to our 2001 recommendation associating to the development of a comprehensive stock list of species at hazard, while Parks Canada has made satisfactory advancement on this recommendation. The three organisations have made unsatisfactory advancement in reacting to our 2001 recommendation associating to the development of recovery schemes and have non complied with specific deadline demands established by the Speciess at Risk Act. As of June 2007, recovery schemes should hold been completed for 228 species at hazard, but recovery schemes completed at that day of the month reference merely 55 of those species. Departments and organisations are besides required under the Act to place to the extent possible, critical home ground necessary for the endurance or recovery of species at hazard. As of June 2007, critical home ground had been identified for 16 of the 228 species at hazard for which recovery schemes were due. Despite the advancement noted at Parks Canada, the federal authorities as a whole has made unsatisfactory advancement in reacting to our 2001 recommendations associating to the development of a comprehensive stock list of species at hazard and of recovery schemes. While work is under manner to develop appropriate informations sharing understandings with 3rd parties, such as provincial and territorial authoritiess, and non-governmental organisations such as Nature Serve, stock list informations aggregations vary across Canada. Ongoing betterments to informations quality and information consistence are needed.

Internet censorship Term Paper Example | Topics and Well Written Essays - 1250 words

Internet censorship - Term Paper Example Some of the reasons cited for internet censorship include the need to preserve social morals and to the need to safeguard national security. On the other hand, opponents of internet censorship argue that such a move by the government limits the freedom of speech and the access to crucial information thus leading to reduction of the citizens’ welfare (Zuchora-Walske 2). One of the arguments that have been put across for the censorship of the internet is the need to protect the social norms. Proponents of internet censorship argue that unlimited internet access exposes children to pornography and hate speech thus negatively affecting their morals. In addition, the government should censor the access to homosexuality sites and religious sites that try to propagate negative religious doctrines that may affect social cohesion in the society (Russell and Cohn 67). Opponents of this argument assert that parents have the primary responsibility of safeguarding their children from porno graphic sites by implementing internet filtering systems thus government should not censor the internet. They argue that censorship jeopardizes the right to information and right to conversation through the internet (Day 10). Another argument for internet censorship is the protection of national security. ... Google has in the past protested against China’s decision thus leading to removal of the servers. However, Chinese people can still access Google servers using Hong Kong name, but cannot access certain search names especially that deal with online entertainment sites and government information (Russell and Cohn 126). According to the proponents of internet censorship, the suppression of some internet information usually upholds the social values in the society. In fact, some countries have implemented different censorship strategies in order to uphold the existing values and traditions of the citizen. This type of censorship upholds the moral of the society. For instance, Asian countries such as China have blocked internet sites that promote homosexuality and internet gambling. According to this argument, it is the responsibility of the government to protect the moral fabric of the society such as the family values, the gender roles and cohesion through preventing access to in formation that is contrary with the morals of the society. In addition, censorship will protect the population from sexism, segregation and racism that is usually exposed to children and citizens in the social websites. A further related argument of internet censorship is a need to ensure religious tolerance through preventing the furtherance of negative religious doctrines that may expose the country to religious based violence. In addition, censorship ensures that customs and taboos of the society are preserved. The dress code, sexual expression and religious beliefs are preserved through censuring the internet. However, critics argue that social values, taboos, dress code and religious beliefs change with changes in the society.

Critical Appraisal of Business Planning Process Essay - 2

Critical Appraisal of Business Planning Process - Essay Example It is evidently clear from the discussion that external market conditions change rapidly in certain industries, thus driving a need for innovation in order to compete with other businesses operating in the same market environment. Products and services both from an entrepreneurial business and the competitive environment have a specific life cycle by which it generates profitability and consumer adoption patterns. A product or service will move from growth to maturity, a period where sales decline and thus new product development becomes a critical internal activity of the organization. This is why generating new ideas becomes a paramount objective in the planning process, usually requiring the input of executive leadership and managers to determine how best to introduce a new product whilst still recognizing costs. In generating new product ideas, the business leaders must determine whether compromises will be made, opportunity costs or trade-offs, in order to launch a new product o r service on the market. â€Å"Will conventional wisdom be defied, an understanding that teams, plans and reflects on learning lead to reduced cost, risk and speed to market†?. Recognising the financial impact of new product development and market launch urgency must be considered when generating new ideas. Innovations, however, are critical to maintaining a stable market position.Strategy formulation determines the objectives necessary to achieve a long-term market position. The strategy defines sustainability over the long-run or whether growth is an expectation related to revenue-building. An entrepreneurial dimension of strategy is persisting to find a better fit in the competitive market or developing a vision by which the organization founds its values and organizational structure against. Developing a long-term orientation is necessary for business planning as it determines the strategic direction the business intends to pursue and thus resources are allocated toward m eeting this purpose.

Multistate Regulation Essay Example | Topics and Well Written Essays - 500 words

Multistate Regulation - Essay Example g practice is expanded on a daily basis through technology, and the new modalities in place that encourage the practice by nurses, wherever they are, or might go (Hann, 2007). This paper will examine the pros and cons of multistate regulation on the health care fraternity, and what it means to have rules in place to regulate the profession over state lines. Once one is a licensed medical practitioner, it is their right to practice their profession in any state they want to practice. This is one advantage brought on by the multistate regulation. If a medical practitioner is willing to conduct their business electronically, or physically, it is their right to do so, provided the licensing board in their state has approved of their practice (Hann, 2007). Also, if their practice is in agreement with the procedures and guidelines of the state in which they want to practice. Under mutual recognition, the multistate regulation ensures that medical practitioners may practice their profession across state lines (Hann, 2007). This is if there are no restrictions. Another advantage of the multistate regulation is the creation of diverse experiences. The nursing profession essentially benefits from the enhancement of opportunities created through regulation. It is imperative that medical practitioners get the exposure from different areas so as to bring diversification to the table. This is possible through multistate regulation policies. Health insurance companies are incurring tremendous losses as they tend to obey the different guidelines in the respective state (Milstead, 2013). This is a different scenario present, because, if these insurance companies would comply with a single regulatory body, it would be easier to conduct business. They would incur fewer costs by getting compliance from a single body, than multiple regulatory standards, which each state requires. The costs incurred drive up a company’s expenses, which are unnecessary. If the insurance companies

Company Overview Of Exxon Mobil Management Essay

Company Overview Of Exxon Mobil Management Essay Exxon Mobil, the largest non-government-owned oil and gas company in the world has recently turned to natural gas, a traditionally less profitable resource than crude oil, to replace reserves and help slow the slide in its production output volumes. However, a global gas glut has resulted from the current economic crisis and significant increase in U.S. shale gas production, which presents an uncertain outlook for gas prices and places pressure on the companys future earnings. In December 2009, Exxon Mobil (XOM) announced its largest acquisition in a decade: a $41 billion, all-stock deal to buy XTO Energy Inc., a U.S.-focused gas producer. This transaction places a sizable bet on the future of the domestic natural gas market and positions a super-major integrated energy company as one of the top five players in the field of unconventional natural gas development.   Through this acquisition, ExxonMobil hedges their bets that natural gas, as opposed to coal or renewables, will be the most demanded fuel source needed to meet the worlds ever increasing energy needs.    Many questions remain on whether this business strategy will boost production, and force the rest of industry into a game of catch up, or simply run the risk of consuming capital and management focus without generating substantial profits. The Oligopoly of Domestic Oil and Natural Gas Companies John D. Rockefellers Standard Oil gradually gained almost complete control of oil refining and marketing in the United States through horizontal integration, which provided kerosene, gasoline and other petroleum to a vast number of markets. The organization was eventually broken up into thirty-four separate companies after US government passed antitrust legislation in 1911.   Almost eighty-eight years later, Exxon (formerly Standard Oil Company of New Jersey) and Mobil (formerly Standard Oil Company of New York), were reunited in the largest merger in the industrys history.   By the end of 2006, several other mergers also took place between major players like British Petroleums (BP) purchase of Amoco and Atlantic Richfield (ARCO), the merger between Chevron and Texaco, Conocos purchase of Gulf Canada, Burlington and Phillips, and Anadarkos acquiring of Union Pacific Resources (UPR)   Ã‚  All of this MA activity further consolidated the oil powerhouses of the United States,    and exemplifies the oligopoly that has plagued the oil and gas industry since its inception.   Ã‚   Despite the governments imposed break up in the early part of last century, the industry has experienced a maturation that was not necessarily due to product evolution, but rather to the instability and volatility of oil and gas prices, particularly over the past 40 years. ExxonMobil Big oil got even bigger in 1999, when Exxon and Mobil Oil signed an $81 billion agreement to merge and form ExxonMobil, thus creating the largest oil super-major, with capacity to produce 3.921 million BOE (barrels of oil equivalent) daily. In 2005, ExxonMobils stock price rose with rising crude oil prices, establishing a market capitalization of $312 billion. At the end of 2005, annual income was up 42% with reported record annual income profits of US $36 billion. XOMs 2005 annual income, which included $11 billion in the 3rd quarter alone, was the greatest by any business in recorded history. By 2008, XOM held approximately 3% of world production, and when ranked by its oil and gas reserves, the company is 14th in terms of total reserves. This is less than 1% of the total world reserves held by E P companies, and in some cases, far less than many of the biggest state-owned companies. Nevertheless, ExxonMobil remains the strongest leader in the oil and gas market, with a stronghold in terms of international land position combined with dramatic earnings. The ongoing development of breakthrough technologies, including some pioneered by ExxonMobil themselves, have helped the organization keep pace with rising global energy demand by making additional energy supplies available. Technology is becoming more critical in this industry as time moves on, since much of the worlds oil and gas reserves is located in challenging environments. As reserve replacement has required the super-majors to explore in deep-water basins offshore, extract heavy oil bitumen and oil sands from strip-mining or shallow excavation operations, and remotely isolated Arctic regions of the north, innovative approaches to energy production have become essential to increasing the companys dynamic capability.   Superior engineering talent is available to provide industry-leading technologies that provide the business with opportunities to explore, discover, develop, produce, refine and market oil and gas resources that are not available to many of XOMs competitors. ExxonMobil claims that its competitive advantage in the market is realized through industry-leading project managers that ensure superior return on investment. Their high level of expertise and discipline contribute to a strong track record of timely project completion and their ability to deliver their product within a specified time-frame was a key performance attribute that was always appreciated by its investors on Wall Street. The reputation of ExxonMobil played a significant role in earning the support of suppliers and contractors, which was equally coveted by their competitors and in constant demand, particularly during periods of peak pricing. While seemingly in the same business, Exxon and Mobil did not find many areas of similar technology within the two companies, but did find synergies and complements. When it comes to research and development strengths, for instance, Exxon was very strong in process technology while Mobil had expertise in lubricants as well as catalysts, an RD area that the combined company immediately adopted to strengthen its patent position in converting gases to liquids. ExxonMobil has a very unique recruitment process where they look for individuals that exercise core strengths as opposed to bringing vast amount of industry experience. They  have excellent proprietary capabilities in teaching petroleum science and technology, and therefore do not require new geoscientists to have any prior petroleum course work or experience. There is, however, a requirement for demonstrated leadership, adaptability, teamwork, excellent communication skills in English, and a commitment to high safety and ethical standards. This flexibility in hiring enables ExxonMobil to customize their operations unlike any of their competitors. When an employee joins ExxonMobil, they are taught how to do things the ExxonMobil way. From systems to processes, jargon to policies, employees are essentially engineered and tailored to work effectively in this stand alone culture, so much so, it remains in Exxons best interest to hire straight out of college and mold their people the w ay they want to. Virtually no other energy firm maintains the reputation and capacity to offer such extensive training to new grads or discipline experts as ExxonMobil. ExxonMobil is truly an international player with operations touching almost every aspect of the energy and petrochemical business, and operating facilities or market products in most of the worlds countries with oil and natural gas exploration on six continents. Their geographical reach and breadth of line are extensive and provide a competitive advantage from both a logistics standpoint and integrated producer, which encompasses every phase of petroleum life cycle from Greenfield exploration through to distribution of retail products.   Through control of all the major processes, from exploration to retail, XOM has a good deal of control over its chosen partners in both independent operations and joint ventures. This is due to network externalities that exist in many of its midstream (pipelines) and downstream (refineries) businesses in which other companies are compelled to use these assets out of necessity. Exxon Mobil is also well known for its superior operational practices, which capitalize on their ability to vertically integrate their activities.   XOM has a capacity to distill over 6.3 million barrels a day due to its interest in over 40 refineries in 26 countries.   Combined with their global logistics system with ownership interests in crude oil, tankers, pipelines and major terminals they are able to optimize millions of barrels of crude oil supply and associated petroleum products. Exxon Mobil has long battled a negative reputation as an oil giant with little concern for the environment. Most memorable was the infamous Exxon Valdez spill off the coast of Prince William Sound of Alaska in 1989, an event that carried a stigma that far outlived the environmental impacts of the oil itself. Since then, ExxonMobil has gone on the offensive, spending more than $3 billion in 2006 on expenses related to the environment and its stance on climate change. Exxon Mobil has been attacked as having denied that climate change is occurring as a result of fossil fuel extraction and consumption. Regardless of the environmental reputation, Exxon has somehow persevered throughout the last century with a strong culture and management team, which is responsible for much of its success. As with any large company, there are pros and cons to working with a major corporation. Although they offer excellent salaries, the ability to work with very intelligent coworkers, opportunities for travel and multiple career paths, they are often criticized for their bureaucracy and low employee retention rates.    Figure 2. ExxonMobil Competitive Advantage Several value and cost drivers have led to the continued success of ExxonMobil, creating one of the largest and most powerful energy companies in the world A Changing Market In June 2008, West Texas Intermediate crude oil (WTI) price passed the $145 mark and that same year the Henry Hub Natural Gas Spot Prices peaked at $13.30. These unprecedented prices sparked a frenzy of concern that the world had reached peak oil, which is defined as the point in time when global petroleum extraction is at its maximum rate, after which the rate of production enters terminal decline. Subsequently, the high price environment served as a catalyst for research in alternative energies and renewable resource projects. These prices also, however, made more exotic fossil fuel extraction techniques viable. One such technique was the extraction of trapped hydrocarbon in highly impermeable source rocks. Resources found in source rock or parent-rock have traditionally been difficult to extract due to their extremely low permeability. Despite the well known geological knowledge that the rocks are hydrocarbon bearing, the low permeability prohibits oil from entering a well bore at any economic rate once it is tapped. Many experts call Exxons long term strategy into question outside of the volatility of oil and gas prices. The company also faces confrontations from outside forces such as foreign governments. With oil reserves diminishing and becoming more and more rare, thus increasing the difficulty and smaller likelihood of discovery, ExxonMobil has more competition than just the other five other majors. These aforementioned resource laden governments and ruling parties have become much more interested in these type of investment vehicles as they see global demand rise. Another challenge to ExxonMobils future is the rise of more aggressive environmental policies, targeting and limiting green house emissions, thought to be the key component of climate change. Supplemented by the intentions of the Obama administration, whose campaign platform was US energy policy reform, increasing alternative fuel source use, and less dependence on foreign oil, XOM will have to skillfully adjust their policies on environmental stewardship to reflect the demands of a new regulatory environment. Unconventional Resource Plays Technologic Advances Drive Attractive Shale Plays Through XMOs increased research and development, the very expensive well completion techniques including horizontal drilling and multi-staged hydro-fracturing were improved to increase efficiencies and lower costs to the point that the economics warranted broad application throughout the industry.   Hydraulic fracturing is a technique in which fractures are created into rock formations from a borehole through a series of techniques.   Specific chemically engineered fluids are then pumped into the fractured rock at a rate in which there is a sufficient increase in pressure in the formation to crack it further.   Upon completion of the pumping of fluid into the formation, solid man-made or specially engineered proppant (commonly a sand variant) is then injected in as a step to prevent the closure of the fracturing.   This proppant is used because it has a higher permeability that the surrounding rock, and will allow for flow of fluids and gas back into the well. In conjunction with hydraulic fracturing, horizontal (or directional) drilling techniques also have emerged and been improved in the last decade.   Horizontal drilling is when the well bore is kicked off, or sent from a vertical position and drilled into a horizontal trajectory.   This can be used to expose the well-bore to more of the producing formation and is accomplished by using motors and instruments that can measure and direct the drill bit. Exxons Challenge to Grow Through 2008, Exxons reserve replacement was, on average, remaining flat, with many fields on rapid decline. Unfortunately, capital spending was increasing year on year, creating speculation in the markets that Exxon Mobil would have to do something drastic if it expected to continue to show persistent growth.   One component of declining production was a result of state run oil companies taking a larger percentage of production in areas that have been disputed, such as in the Former Soviet Union countries or Northern Africa.   With global politics at play, companies like ExxonMobil had to find was to secure less risky and proven reserves.    Like other western oil majors, aging fields suffer from ever-declining output and the lucrative new fields are primarily controlled by state-owned companies that offer less profit to production partners. In order to maintain its competitive advantage, XOM began to look outside its typical business model and consider acquiring reserve bases with long term production potential in stable countries. This is a result of maturation of product life cycle. The opportunities for smaller companies with lower overhead to aggressively enter into aged conventional fields and following the spike in commodity prices in 2007, unconventional field development became economical and many smaller firms began to fill the wedge with new economically viable shale gas plays. The XTO Story, A Leader in Unconventional Resource Plays In 1986, the Cross Timbers Oil Company was formed as a partnership that would later become the publicly traded company known as XTO Energy Inc. in 2001.   XTO quickly established itself in the domestic gas industry by obtaining both proven and unproven natural gas and oil properties and developing them effectively.   Using increasingly efficient technological advances in exploration and production operations, the company proved that it was more than capable in its oil and gas exploitation strategy.   By the end of the second quarter of 2009, XTO was Americas largest unconventional natural gas producer, with a resource base equivalent to 45 trillion cubic feet of gas that includes shale gas, tight gas, coal bed methane, shale oil and conventional oil and gas production.   They had taken a smaller market niche, US domestic shale gas, and turned it into a full blown success while larger more experienced firms sat on the sidelines. XTO achieved this vast collection of capabilities and resources through critical strategic decision.   As of 1995, the companys asset allocation was roughly fifty percent oil and percent natural gas.   Yet upon the departure of the reigning chair, Jon Brumley, his replacement Bob Simpson decided to move to a two-thirds gas, one- third oil ratio.   This was a major shift in the life of the company, and the decisions rationale was based on cheaper handling costs of gas over oil.   Additionally, the United States natural gas markets vulnerability to the actions of OPEC nations was far less.   Fortunately, the resulting purchases based on this philosophy were timely, as they were made just prior to the market gaining strength, thus increasing profitability for XTO.   This lower buy-in proved to be a significant competitive advantage, as its cost base was far less than the companies that entered the market afterwards.   Aside from lower costs for proven resources, XTO experi enced growth by the way of its own numerous mergers and acquisitions.   In 2007, it paid Dominion Resources US$2.5 billion for 1 trillion cubic feet (tcf) of gas reserves in the Rocky Mountains, Texas and southern Louisiana.   In 2008 alone, the company acquired Hunt Petroleum Corp. and Headington Oil Co. for $4.2 billion, and $1.85 billion in cash and stock, respectively. In order to build its competitive advantage, XTOs successful strategy has been to buy properties that are otherwise simply cast aside by their prior owners.   With the downturn of the real estate market towards the middle of the 2000s, the company has benefited from significant cost savings.   This, coupled with the increase in the demand within the natural gas market has positioned XTO has a domestic leader in cost.   XTO had built its organization by acquiring aged oil and gas fields and down-spacing well counts with in-field drilling, essentially optimizing production by aggressively extracting late in life reserves with new technology and lower costs.(mention scale economies here p.67 and niche markets p.144) Eventually XTO moved   to capitalize on their and position and begin to target deeper shale zones through the application high-density fracturing technology which had begun to advance following industry fears of peak oil. (mention early mover advantage p.135 and sust aining technology p.149) XTOs hydraulic fracturing and horizontal drilling technologies became a dominant design. Geography and total real estate position became XTOs greatest value driver.   At the time of the Exxon-Mobil merger, they were the leader in North American shale gas play acreage.   This position was only realized in assuming large risks in the value of natural gas.   While other companies were back peddling, XTOs investors were pleading with the company to reduce its debt and sell its properties.   XTO not only took risk in more land acquisitions, but also bought stock in other companies in which it felt had greater value than their stock price reflected.    All the while during massive buying spree, the company became a leader in development of unconventional shale gas plays.   Gaining a reputation as a solid partner in the development of gas exploitation techniques, XTO worked with the four major service companies, Schlumberger, Halliburton, Baker Hughes and BJ Services Company (which would later be bought by Baker Hughes) to learn and apply technologies in new ways.   Working together though trial and error, horizontal drilling and hydraulic fracturing techniques were improved, XTO customized its activities Growth in acreage position also became XTOs greatest cost driver, as it achieved economies of scale in its own right by having the highest amount of development, surpassing Chesapeake Energy and became the largest shale producer.   By leveraging its previous expertise in oil and pipeline operations, the company was also able to obtain economies of scope. Among the most pronounced of XTOs accomplishments in its short history are the development of new techniques by their engineers and field hands to capture gas reserves from shale, XTO was clearly on the back end of a steep learning curve that provided them with profitable activities, allowing for nearly 70 rigs to work simultaneously.   This coupled with the companys aggressive approach to increased efficiency focus have paid large dividends for the company as a whole. Many of the other major oil and gas companies outside of ExxonMobil have significant land acreage in both the United States and Canada, yet most of these holdings are considered to be overly depleted, not representing high growth potential in the minds of the companies that own them. It is in this part of industry in which niche markets have emerged for smaller, independent exploration and production companies that take the opportunity to develop these assets in areas that are considered mature or uneconomic in terms of feasible production potential. A Better Bet for the Environment Hedging Gas is the Preferred Fuel The past 20 years has seen a growing concern of global warming with the increase release of greenhouse gases into the atmosphere, many of which are attributable to the production of fossil fuels. Natural gas has a significant advantage as a cleaner burning fuel in its ability to lower pollution and lead to a healthy environment. Consumer preference for gas as opposed to fuels generated from crude oil, such as diesels, heating oils, and LPG (liquid petroleum gases)  is increasing more and more every year. GHG gas discussion- A Marriage in Bliss of a Clash of Cultures? According to XOM, and Mr. Tillerson, the combined company has proven capabilities to develop all resource types, and will seize the opportunity to further enhance financial and operating performance with financial strength and proven project management skills.   Ã‚  Mr. Tillerson also reported in his July 8, 2010 presentation that the company also believes that its research and development resources will be able to capitalize on the advancements in technology used in unconventional plays.   Finally, his last statement when discussing the value added combination was that the new company would be able to develop the most high-quality plays using an accelerated evaluation system.   This remains to be seen as Exxon is known throughout the industry for its meticulous and industry insider dubbed suffocating hierarchy________ However, XTO prided itself on the fact its employees on the front lines were free to execute business strategy without concern for the administrative hurdles that come with being a large, public company. They drew real satisfaction from providing that support. and provide the reliable back office that supports the activities that generate those results. Inevitably, XTO was forced to sell as they began to feel the pinch of sinking gas prices. XTO is known for its meticulous assessment process, reviewing all of its wells at least twice a year.   Its strengths and successes have stemmed from the companys ability to exploit land and resources that other companies have forgotten or overlooked.   It is with this pioneering culture that the company structured the deals that helped it grow to be the formidable target for any number of the major oil and gas companies of the world.   There is a very high potential that a juggernaut like XOM will surely impair XTOs ability to maintain an effective, fast moving, manufacturing model, and remain ahead of the rapid decline curves known to all tight gas plays. However, ExxonMobil believes that their technical expertise will unlock additional XTO resource potential, and XTOs organization will complement Exxons existing unconventional natural gas and oil production worldwide. There is no question that the combined companies of ExxonMobil and XTO have the ability to accomplish the critical tasks that give him superior capabilities, as it has been proven over and over again in that the many arms of ExxonMobil, as a company was able t collectively coordinate its efforts even prior to the acquisition.   On the contrary, the areas of concern in the new emerging company may be more of consistency and fit, in which both need to parallel the specific intricacies of the new domestic shale market in which they have entered.   ExxonMobils role as a part company to the new subsidiary may make way for a convoluted process of gaining authorizations for new projects and expenditures unlike what XTOs management team has experienced.   Ã‚  Ã‚  Rest assured, XOM has many formal control systems that are in place with the intent of simplifying processes in all phases of development, yet until the standardized procedures, planning and joint task force teams have worked out a streamlined process, there is sure to be major growing pains and inefficiencies.   As the speed of production is a prerequisite for shale production, the burden of a cumbersome and less than lean hierarchy of decision makers will no doubt frustrate operations in the early going.   Culturally, XOM and XTO are light years apart, with XOM being an inbred creature of habit, training its people from the ground up.   The question remains on how they intend on assimilating a work force that has not gone through the training regime that depicts how things are done the ExxonMobil way.   All functional organizations will attempt to merge in a way that will not inhibit current operations, yet it will inevitably take longer than expected.   Fortunately, despite the ambiguity of judging the ability for one company to incorporate another, the fundamental conclusion that Exxon came to was that target company can contribute to the core business of ExxonMobil and enhance their value and cost drivers as well as their overall position in the market. Of concern, and what XOM is gambling on, is that the new XTO subsidiary is a market opportunity with high future growth potential, and has a favorable market position, both of which are not guaranteed in the current economic and political climate. Will ExxonMobils Strategy Pay off? We just thought they were the greatest unconventional gas organization from a technical standpoint. -William Colton, Exxons VP for corporate strategic planning talking about XTO By the end of 2008, Exxon Mobil purchased  over 13 trillion cubic feet equivalent (tcfe) of proven reserves, and had an estimated daily average production of 2.87 billion cubic feet equivalent (bcfe)  per day the ensuing year. In keeping with its aggressive and robust domestic strategy, the company was planning intense drilling campaigns that would include development in all the United States major shale plays. Exxon Mobil Corporations purchase of XTO was a major hedge on the US natural gas market and was arguably far too high a price to pay since gas prices have dropped substantially in the past two years and an additional 20% since the acquisition was announced in December. The high level of success shale gas drillers are having from a technical standpoint is evident in their increasing ability to uncover growing quantities of gas from previously impermeable parent rock is having a major affect on supply, which has kept commodity prices depressed. The value drivers, such as innovation in technology, that led largely to XTOs success have spread across the industry and somewhat softens the cost benefits that the subsidiary company continues to enjoy. To his credit, CEO Rex Tillerson has openly admitted to the less than stellar economics of the US natural gas market and the XTO deal.   Ã‚  We dont get a lot of upside, but on the flip-side you get a lot of downside protection, he is quoted as saying in reference to the transaction. Instead he points out that the newly merged company would concentrate on having better returns than its competitors, and that even though this deal may not be as exorbitantly profitable as past ventures, it still is a positive move. Figure 2.   Monthly Change in Crude Oil vs. Natural Gas Fluctuation in natural gas prices traditionally track the market price for crude oil, as seen through 2008. However, since 2009, there has been an unprecedented disparity between the pricing of these two commodities, which has led to a relatively strong oil price currently, while natural gas is at a 10 year low. In the end, a carbon tax might further increase the value of the XTO purchase, as the carbon content of natural gas is considerably lower and thus less expense. However with the potential advancement the of a climate change bill, these benefits may be short-lived as Congress debates the legislative approach going forward. A forecast $30 per ton carbon tax over the next 10 years would demand a major shift to cleaner fuels such as natural gas and some speculate that leading electric utilities have already begun to make the move away from coal in anticipation of a change out of DC. Since December when Exxon closed on the XTO deal however, with unemployment so high, both political parties seem hesitant to push a bill that might be accused of destroying jobs. So it may be years before XTO contributes to Exxons return on equity. Despite its previous stature as the US largest natural gas producer, XTO is still yet a rather a small part of the larger ExxonMobil business picture. Since the start of 2009, which was pre-acquisition, XOM has lost over $200 million in its downstream refining businesses. If a significant price were to be put on carbon, this advent would only add to the liabilities of this core business and thus put the increased profitability of the company in danger. In addition, it isnt necessary that the XTO acquisition produce an immediate return either. Unlike deep-water exploration plays, shale gas wells tend to produce for decades at modest production rates. By retaining leases at as low a cost as possible and drilling in areas with the highest production potential, Exxon can keep shale businesses from being much of a liability while still contributing to the reserve base on the books.

My Educational Philosophy :: Philosophy of Education Teaching Teachers Essays

My Educational Philosophy My true love for education began on the first day of first grade. I was selected to take the attendance sheet to the office. There was a problem. I did not know where the office was. After circling the entire elementary school four times, I opened a random door and walked in crying about my dilemma. The teacher, Mrs. Rohal, consoled me and gave me the best advice ever, â€Å"everyone makes mistakes, and it is okay because it is an important part of learning.† She then took me to where I needed to be and wished me luck. Right then and there she became my inspiration and soon after, my teacher. She, along with many other teachers, made learning fun and desirable. I have always enjoyed learning and the feeling I got when I was reinforced for doing a good job. I believe all students should feel this way, and I have a strong desire to instill these same experiences to the future generations of young elementary school students. My educational philosophy would be considered eclectic. It would be a combination of an idealist and a pragmatist. In order to be an effective teacher, I believe it is necessary to possess a teaching style that is both traditional and facilitated. Since I plan on teaching elementary school, I feel that it is imperative that it is teacher directed, and in a traditional way. On the other hand, I think that it is a comfortable environment when the students are arranged in small groups or in a circle arrangement like facilitated classrooms. I also intend on having a comfortable, encouraging classroom in which artwork and exceptional work are hung up as reinforcement for their efforts and success As an idealist, I believe that it is extremely important to be organized and know the content well in order to convey this knowledge to the students. I think that if the students know that they are valued as individuals in the classroom, they will be more willing to push themselves to learn even the difficult material, and it will build their self-esteem which is very important in the elementary school years.