Monday, March 9, 2020

Lateral Sands Managerial Operation and Challenges Therein †Business

Lateral Sands Managerial Operation and Challenges Therein – Business Free Online Research Papers Lateral Sands Managerial Operation and Challenges Therein Business Executive Summary: Scott Goodheart, The CEO of Lateral Sands was interviewed in regard to managerial operations within the company. With much experience under his belt he was able to explain many intricacies of the present and future of the company. Lateral Sands, an engineering services company, has been in operation for approximately 5 years and have reached a stable point where enough business is supporting the company. Although there are always challenges to be overcome, they are planning to expand to meet future market needs. Expansion opened many doors and mindset that need to be considered. Scott, having done much research in the area has contemplated opening a research centre in India. After much consideration, Scott and his upper level management, they plan to have the centre operational by the end of next year. The expansion will enable most of the ‘grunt’ work to be done via cheaper Indian engineering and will enable higher-level engineering and project management to be effectively utilized. Being the CEO of the company, Scott has had to contemplate the pros and cons of this expansion. From our conversations, I feel that they may expand from a services company and jump into product manufacturing. Although I do not foresee it in the immediate future, I think it is very much a possibility. Scott manages the business in a very peculiar way. By keeping his employee base as happy as possible (within reason of course) and by treating them as equals with encouragement on their self-management, he is able to successfully operate. By keeping his employees happy, he is able to extend the time they stay with Lateral Sands, and in turn this increases productivity (people know each other and work well together) and efficiency. Overall, the environment he tries to create is his way of creating boundaries while encouraging innovation. Introduction Lateral Sands, an engineering services company, founded in 1999 by a group of highly experienced professionals in hardware, software and technology management, was the company of my choice for this case study. Scott Goodheart, as depicted in Figure 1, is the Chief Executive Officer for the company and the interviewee. A BEc and MBA graduate has led to an extensive financial and project management background, with experience ranging from corporate banking (NAB – National Australia Bank) and smaller corporate consultancies. Scott considers himself a jack-of-all-trades but doesn’t have the engineering background (no technical background). Tony Costa is the 2nd in charge at Lateral Sands. He is in control of project management and markets the business, as it needs to be done from a technical point of view. Any other really experienced engineers donate 20% of their time to different managerial tasks. In California, the once had a senior person who did things specifically, bu t the ridiculous amounts of money they were paying (American Dollars) meant they had to bring him back down and now they only use him when they need him. Figure 1 – Scott Goodheart CEO Lateral Sands Lateral Sands has its corporate head office here in Perth, with a sales office in California as shown in Figure 2. Even though the company consists of more than 20 people (including California), I would consider it a medium sized business due to the size of the projects (monetary values) that are involved. As the company has established itself quite well over its 5 year operating time, a number of changes have become possibilities for future expansion. As with any company, there are a number of challenges to be overcome for the construction of a successful business. Lateral Sands had had a fairly short operational life, but has still been faced with many difficulties internally and externally. The macro and micro issues in the specific industry will be analysed, as well as their earlier challenges, and how knowledge and past experiences has influenced decision-making. Figure 2 – Lateral Sands Current Global Locations Lateral Sands has some macro and micro issues (challenges) that are dictating how the business should be operated at present. There location on Earth has led to much difficulty in marketing the business and recruiting personnel. The market success of the business in the Silicon Valley is dependent on the people they need to recruit and integrate into their operations. Time differences are also an issue between America and Australia. The contemplation of opening a research department in India or any other cheaper area is also ‘on the books’. Micro issues include their project managing setup and abilities – how the business runs for a project. Staff happiness is also a critical factor in the future affluence of the company. Scott sees staff as the most valuable asset Lateral Sands has. As they are the biggest cost the company has at present, their happiness and integration is the company’s operational efficiency and source of income. These plus more issues will be looked at in more depth during this case study. During the interview with Scott, we discussed much about how he feels management and employees should interact. Although I agree with his methods at present, with future growth of the company and expansion, new hierarchies will need to be established for correct business functionality. Analysis There are many areas of interest that I could investigate for this assignment. The first I will look at is staff. Scott Goodheart stressed more and more just how valuable staff members are at Lateral Sands. The have recently relocated the company from West Perth to Subiaco. He feels that Subiaco has much more to offer his employees in comparison to West Perth. The culture and life within Subiaco is the environment he is looking for. Cafes and restaurants, theatre and social hubs are the environment he would like to have close to his working environment. The signing of a 3-year lease shows just how much he believes his employees can benefit from Subiaco in comparison to West Perth. He very much wants a very broad skilled employee, and the sociality of Subiaco enables engineers to become less robotic and more human. Subiaco is not a cheap suburb to house a business, and if cost effectiveness were the main issue of relocation then Balcatta or Tech Park (Curtin area) would be more approp riate. company recruitment. As I mentioned earlier, staff are the biggest overhead that Lateral Sands has at present. Reducing the number of non-income producing staff and the quality of staff that are kept can dramatically increase profitability for the business. Scott mentioned that Lateral Sands ability to recruit in Australia is becoming a huge problem. They are after experienced hardware designers, which are nowhere to be found. The solution to this problem has been the hiring of students to fill these spots. Although not experienced, with correct integration a successful employee can be moulded to suit the company’s needs. Training then becomes the main issue for student recruitment. A benefit to Lateral Sands from my point of view would be the mixture of young and older engineers. To broaden and diversify your workforce can (if managed correctly) be better overall for the business. A younger engineer will (more likely) stay in the business for a long time, and with the aid and shared experience of the more experienced, older engineers; future experienced engineers can be developed. When recruiting Scott takes much consideration into the abilities of potential employees and how they will integrate into the business. He very much encourages self-management (within boundaries of the company) and innovation. Engineers at Lateral Sands directly converse with their clientele in the Silicon Valley or elsewhere. Because of this all the engineering employees need to have very good interpersonal skills. Scott mentioned how different cultural backgrounds make communication between nations more fragile but not impossible. Any wrong moves can easily lead to clientele alienation etc and can become a big problem when the company tries to acquire more business in the future. Another challenge for Lateral Sands is its remote location. Being based in Perth and having clientele worldwide (mostly in the Silicon Valley) has lead to the opening of the Californian sales office. The time differences are a constant challenge for the company as in the Silicon Valley they tend to work late and finish later. So from about 9am till noon in Perth they are able to contact their clients, which is 4pm – 8pm in California. This limited contact time only hinders but does not stop perfect communication and they have had little problems with the difference due to correct project managing. Communication and non-documentation has lead to some rather sticky situations for Lateral Sands. Some of the management situations in other companies (e.g. 60 employees) have been quite shocking for Scott. These situations have been quite frenetic and to quote Scott – â€Å"its like an organism that has just grown very, very quickly and is almost out of control. Its organised chaos and they do work towards an endpoint, and quite often we are trying to help them with their project management, verification of documentation or even incorrect specs.† These are all serious issues for a services company as with Lateral Sands. The fact that they are contracted to do a specific task in a certain time does not get helped by incorrect specifications or documentation errors or the lack there of. The job is not made impossible with errors but only more time and fund consuming then originally estimated. Remote marketing is a serious problem, which only seems to get harder. Scott has had to market Lateral Sands to Americans and as he puts it they always want to see physical evidence that the company has handled the task previously. The difficulty comes in convincing the Americans that they can port other knowledge across and apply it to a project successfully. The 100% success rate on projects (as mentioned on their website) is a fact that would be a valuable marketing tool when dealing with the Americans. He also mentions that we are culturally different to the Americans in the way that we are educated. We are adaptive and creative, and effective sidestepping has been needed in the past. Some convincing and a good track record have won over some American companies to hire Lateral Sands and the fact that they are cheaper (Australian Dollars) doesn’t hurt much either. Also to organise marketing it requires that somebody be there (in America). Also, choosing marketing strategies and amounts to spend is quite difficult. A marketing strategy for Lateral Sands could be advertising, word of mouth, or to â€Å"press the flesh† (face to face to make them comfortable with Lateral Sands and the concept of who we are and what we offer). Either way it takes people to be in America and to pay Americans in $US, becomes very costly ($US and living in the Silicon Valley is expensive and they expect a little more). As the other option, Scott could pay an Australian to fly over there to organise marketing. I asked Scott if he would consider hiring an Indian worker (in the future Indian research centre they plan on starting). He responded very abruptly with a no. The Perth office will handle most issues and the Indian centre will only be for research purposes due to the low costs involved. Lateral Sands is a services business as I mentioned earlier. Scott mentioned that they have considered expanding into manufacturing actual products. However this would lead to stock control etc issues that they at present don’t really have anything to do with. Macro-wise they just focus on getting the money in and keeping employees happy. He estimated that 70% of the overhead at Lateral Sands is staffing costs. He also gave an example that if they had a 10 Million turnover then approximately 7 Million would be outgoings. But if they went down the Indian isle, then recruitment becomes a major expense. For example he mentioned India, where the turnover of employees approximates to about one third of your workforce every twelve months. A micro issue or challenge the company faces in the future and currently is the main point of how you are managing you projects and you staff. He looks at the individual and the company cumulatively as a group. The same goes for when dealing with a client as an individual and collectively. Scott suggests that is really the trick involved with the services business, and it is this reason why managing a services company or in the way Scott manages Lateral Sands becomes less complex. The biggest management decision for the company at present but looking towards the future is expansion worldwide. He and upper level management have to decide the viability of expanding into a production and services company. Venture capitalists are hesitant about financing a large jump like that. It is not very often that a services company can successfully jump into a products business. There will be problems left right and centre. There will have to be a different technology strategy (e.g. research in In dia etc), there will be different expectations of salaries, different amounts of hours to be worked, and then other issues like documentations issues of their own. Basically a total company management restructuring would be in order. Their expansion into India could be the first step in that direction. Scott mentioned that other companies they deal with say venture capitalists are now demanding that at least some of the design process is done offshore (India or Romania where its cheaper). A lot of money will be invested into research, and Scott mentioned that architecturally if they can handle it here (Perth) and get the grunt work done in India (or a cheaper company of your choice) then why wouldn’t you? I agreed with most of what Scott had mentioned and he portrayed the image that he had done much research into the expansion of Lateral Sands. Scott vented to us, some issues flowing through his mind about expansion into India. Some pros and cons about the expansion were mentioned to David and I. India is an old colonial ex British enclave with similarities between code of laws and company structuring. Being able to intricately understand the operations within the country of expansion is critical. Cons for the expansion had also been mentioned. If expanding into Bangalore (Figure 3), there are many infrastructure problems; traffic is a major problem, power outages very often (3-4hrs between generally). With all this in mind and the very emotive subject of company expansion I will quote directly from Scott his feeling on expansion. â€Å"There is a lot of compelling evidence for us not to be in Bangalore, but I couldn’t give a rat’s arse about where we are as long as it’s cheap!† Figure 3 – Bangalore the capital of Karnataka, India Conclusions/Summary Lateral Sands is about to jump into a new, exciting era that would be great to become a part of. The successes and failures of the business are going to be greatly affected by the managerial decisions made within the next couple of years. Presently they are facing challenges in relation to obtaining business and new clientele. Market changes are forcing them to expand into India to meet current cost effectiveness. By opening a research centre of around 40 people (the same as 15 Australian wages) there are many possibilities of expansion into the production industry and not just the services industry. Restructuring of the company will have to take place before changing industries, let alone acquiring the finance necessary to establish a firm foothold in the industry. However, Scott is quite confident that the company as a whole, with the employees that have been trained and grown with the company, will be able to overcome any obstacle they may encounter. Financial withdrawal of a project by another company has only been an issue once for Scott, but once again he is quite confident they will bounce back again. The issue of remote marketing appears that it will always be of concern due to the remote location of Perth. If I were to have owned Lateral Sands I most likely would have established a similar setup to what they have at present. The main, well established head office in a fairly cheap area to operate in (namely Perth) and sales office in any place where new business is a high possibility (Silicon Valley). I would see that the trick is to have the head office in a stable country where you are economically and politically safe, and expand (or venture if you will) into any areas of immediate or future benefit to the company. India’s advancement technologically has been a fast one, and moving to join in the growth may or may not be a wise move at present, but the cost benefit ratio seems fairly stable at present, even with natural disasters becoming more and more frequent in the world today. Scott’s viewpoints on recruitment and employee relationships are quite understandable. If in his position, I would employ a similar technique. Staff turnover is always a problem for a stable, more in depth business as with engineering. As the skill needed for a particular task or jobs are developed over time, a new recruit is unable to perform at the level a CEO would wish (at least not straight away). By appealing to his staff members needs, he is able to create a more stable working environment. Scott believes that a workers environment can dictate his/her actions in today’s world, and having had some experience with non-conformist employees his experience and strict recruiting shows this to be a fact. A friendly, peaceful, hard-working and innovative workspace is the final result. Research Papers on Lateral Sands Managerial Operation and Challenges Therein - BusinessAnalysis of Ebay Expanding into AsiaThe Project Managment Office SystemMoral and Ethical Issues in Hiring New EmployeesOpen Architechture a white paperBionic Assembly System: A New Concept of SelfThe Relationship Between Delinquency and Drug UseMarketing of Lifeboy Soap A Unilever ProductGenetic EngineeringPETSTEL analysis of IndiaResearch Process Part One

Saturday, February 22, 2020

How can project managers reduce the risk of project failure describe Essay

How can project managers reduce the risk of project failure describe and relate tools and concepts. Illustrate with examples - Essay Example The risks can comprise problems of parts superiority and material; stoppages in delivery of adequate resources to convene project requirements; budgetary and workers transforms; and, imperfect research or knowledge of the project manager. These risks lead speedily to holdup in release dates and financial plan overages that can be harshly weaken assurance in the development of the project management (Martin et al, 2004). There are lots of risk those are attached to the project development and cause a serious problem for the better management and administration of the project. These risks are also the main reasons for the failure of the most of the projects. At project management viewpoints, project managers have to find out the most recent insights, methods and developments in project management field. This will provide him a better understanding regarding the efficient project management and solutions for emerging risks (Johnson et al, 2005). A lot of projects would be unsuccessful for the reasons of declining behind timetable, cost overruns and so forth. Such type of risks can be decreased, if the project manger has good qualities of project risk finding. If a project manager is able to identify the main stakeholders and makes sure that they evidently make out the project scope and main objects of the project. What we can do to diminish the project failure risk? As I have accessed a solid step project managers are able to acquire to augment the accomplishment of all their projects: is the process of enhancing the skills of their team members (Martin et al, 2004). By means of making sure that the project development and management group is properly capable/ trained previous to start a multifarious project. This is very best way through which project manager can be able to significantly diminish the project cost; augment project effectiveness and risk of project collapse predominantly in high-risk projects. So we can say that a project

Thursday, February 6, 2020

My best, or your worst, team experience Essay Example | Topics and Well Written Essays - 250 words

My best, or your worst, team experience - Essay Example We were to prepare documentation for business plan, three-year cash flow, and development plan for three, five, and ten years respectively, and lay out a marketing policy for the bank establishment. We divided the tasks equally amongst ourselves and worked hard to accomplish the goals. The command was challenging especially due to time constraints. However, the command experience was made exciting by respect from all members. All team members were respectful, disciplined, and obedient to one another. We made friendship and learned how to solve our differences professionally. Everyone contributed thoughts, ideas, and expertise. As the command leader, I made a great contribution by utilizing my team leadership and problem solving skills. The greatest experience came when we presented and won the command competition. Making the command successful was the most important accomplishment to me. It felt great and I was very happy to have led the command and emerged the winners. The whole command was a learning experience. I learned that collaboration, discipline, obedience, and positive attitude are the keys to a great teamwork

Tuesday, January 28, 2020

Monsato Company †A Question in Agricultural Ethics Essay Example for Free

Monsato Company – A Question in Agricultural Ethics Essay Monsato Company is a Missouri-based company founded in 1901 by John F. Queeny and his wife Olga Monsato producing saccharine. In the mid-1940s, Monsato Co. began developing agricultural chemicals and throughout the 1960s and 1970s, herbicides were developed and introduced to the farmers. In 1981, a research group was established and the business’s primary focus was molecular biotechnology. In 1982, Monsato Co. bought Jacob Hartz Seed Co., a company known in the Midwest for its soybeen seeds. Also in 1982, scientists working for Monsato Co. produced the first genetically modified plant. In 1996, RoundUp Ready Soybeans were introduced possessing an in-seed herbicide. Several other in-seed herbicides are introduced in 1997 by Monsato Co. such as RoundUp Ready Cotton and RoundUp Ready Canola. Also introduced is an in-seed insect protection called YieldGard Corn Borer. In 1998, Monsato Co. combines the technology of in-seed herbicides with their in-seed insecticides into one product for its corn seed. In 2002, Monsato Co. identifies corn hybrids, which yield more ethanol per bushel than normal corn. Later this same year, they also identify a similar hybrid in their soybeans, which will produce more oil than a normal soybean. In 2004, Monsato Co. creates American Seeds, Inc (ASI) to support regional seed business with capital, genetics, and technology investments. In 2005, Monsato Co. acquires four companies Fontanelle Hybrids, based in Fontanelle, Neb, Stewart Seeds, based in Greensburg, Ind., Trelay Seeds, based in Livingston, Wis., and Stone Seeds, based in Pleasant Plains, Ill. In 2006, they acquire several other local seed companies, some family-owned, including Diener Seeds, Sieben Hybrids, Kruger Seed Company, Trisler Seed Farms, Gold Country Seed, Inc., Heritage Seeds and Campbell Seed. Over the next several years, they also acquire other local and regional companies and continue their research and development of genetically altered seeds. Over the course of a few decades, Monsato Co. has gone from a small company making saccharine to a Midwest agricultural giant manufacturing genetically altered seed. 1 A Possible Solution: Deregulation Although the idea of producing more crops with less cost, such as additional chemicals, pesticides, and herbicides may sound, the fact remains that Monsato Co. is not only toying with nature, they are also putting smaller family-owned companies out of business. In the past several years, organic foods have become more popular. Consumers want to feed their families healthy food, not food filled with chemicals. In 2005, the United States Department of Agriculture (USDA) decided to back Monsato and other biotech companies by supporting the deregulation of genetically engineered (GE) alfalfa. This would mean that the GE companies would have no restrictions on their technology and its use.2 Deregulation has its obvious problems. Organic crop company leaders, such as Stonyfield, Whole Foods, and OrganicValley believe that GE crops use a higher amount of toxins, herbicides, and water. Also the claims of higher crop yield will not be met and the price of this seed will be too costly for the average farmer. There is also the potential of cross-contamination of crops where a farmer using GE seed spreads the toxins to his organic neighbor through groundwater. This could lead to the organic farmer’s crops getting contaminated and his losing his license to sell organic products. Stonyfield and other organic companies opposed this ruling and in 2010 it went to the Supreme Court. The decision was that deregulation could not take place without the USDA making an environmental assessment of the genetically enhanced seeds used, and an injunction was put in place preventing the planting of GE alfalfa seeds. David and Goliath Biotech companies lobbied heavily in Washington. However, the smaller organic supporters caught the ear of the USDA and as a result persuaded them to conduct a meeting of the minds of both sides. The problem was clear – there was an incredible amount of support, political and financial, in favor of GE alfalfa. The result was that the UDSA would allow deregulation. The organic companies and farmers were faced with the fact that GE alfalfa was here to stay. What was left to fight over was whether it would be complete deregulation or one with restrictions. In their opinion, it was better to have some measure of control than no control at all, so the organic community stayed and fought. They brought to the table demands for reassurance that â€Å"(a) organic farmers whose crops become contaminated by GE alfalfa must be compensated by the patent holders for their losses due to losing their organic certification and (b) the USDA must oversee all testing and monitoring of GE crops t o ensure compliance as part of its role in protecting all US agriculture.† 3 The organic community won that portion of the battle. Conclusion The organic community may have won that battle, but they lost the war. Chemical companies and genetically engineered seed are a mainstay in today’s agriculture. Along with that they bring with them the potential for contaminated soil and damaged and lost crops of the small, everyday farmer. These farmers and family-owned businesses are being swallowed up on a regular basis. As the world’s population grows so does the demand for an ever increasing need of better, more enhanced, products. Technology provides us with the knowledge and growth for these, but in its wake leaves behind the things that matter very much to clean air, clean soil, fresh water and â€Å"pure† food. References 1) Monsato. (2010). Monsato. Retrieved from http://www.monsanto.com 2) Pearson, C. (2010, March). The Most Unethical Company is also Best Corporate Citizen. Cause Integration http://www.causeintegration.com/2010/ the-most-unethical-companyis-a-best-corporate-citizen-what-gives/ 3) Hirshberg, G. (2011, January). Speaking with One Voice to Stop Monsato and Biotech. Huffington Post, http://www.huffingtonpost.com/gary-hirshberg/speaking-with-one-voice-t_b_816447.html

Monday, January 20, 2020

Vietnam War :: essays research papers

The Vietnam War   Ã‚  Ã‚  Ã‚  Ã‚  The Vietnam War was the longest war in America's history of involvement. Twenty years of hell, land mines, cross-fire, and death. Vietnam was divided by the Geneva Accord. The north being communist run by Ho Chi Minh. The south being anti-Communist run by Ngo Dinh Diem. Before Vietnam was separated, it was run by France. France had ruled most of Indochina since the late 1800s. The Vietnamese were unhappy with the way the French were controlling, therefore, many of them took refuge in China. When in China, they began to follow the lead of Ho Chi Minh, who wanted to model the Vietnamese Declaration of Independence as that of the U.S. version. In the 1940s, Japan had taken over Vietnam which upset Ho Chi Minh and his revolutionaries when they had returned a year later.   Ã‚  Ã‚  Ã‚  Ã‚  After returning, Minh had help from the Vietminh; an organization of communist that wanted freedom from other countries. Their main goal was to turn Vietnam into a self-governed communist country. France wanted none of this non-sense. In 1945 they had moved back into southern Vietnam and ruled most of the cities. Ho Chi Minh swore to fight France to gain control of the whole country. U.S. promised to aid France, and sent almost $15 million worth of financial aid to France. The French fought for four years, being financially aided by the U.S. the whole time. The U.S. spent nearly one billion dollars in order to help France regain control of the tiny country. The only reason that much effort was put into a small area was the fear of the y. Domino Theory. The Domino Theory first showed it's head during a 1954 news conference by U.S. President Eisenhower. The domino theory is the fear of the spread of communism from one country to the next, and so on. Even with the as sistance of the U.S. France could not gain the control it once had on Vietnam.   Ã‚  Ã‚  Ã‚  Ã‚  When president of south Vietnam, Ngo Dinh Diem decided that the election of 1956 should be canceled, America strongly agreed so that Minh could not gain control of the whole country. Diem was a Catholic, which angered the country consisting mostly of Buddhist. In opposition to Diem, a new regime was conjured up in south Vietnam called the Vietcong. Vietcong were residents of South Vietnam who were in favor of the communist rule in North Vietnam.

Sunday, January 12, 2020

A Man For All Seasons

The change from night to day (81 ) Is conveyed using a simple change of lighting. Light conveys the notion of change. Many scene changes are followed by the subsequent change in lighting. Like the setting of the sun indicating the change into night. Bolt's use of light gives the viewers an ability to feel the mood of the next scene and foreshadow the outcomes. The candle is used many times throughout the play and is a source of focused light. It Is small and casts a dim light, bringing the feeling of darkness and conspiracy. When taken away or blown out, it represents a change; the end of something.Wolves exits the stage, † taking most of the light from the stage as he does so† (13) giving the scene a dark and sinister feeling. It foreshadows the change of Lord Chancellor to Thomas More, and how this new position is going to be troublesome and fatal. Cromwell â€Å"[seizes] Rich by the wrist [and] he holds his hand in the candle flame† (46) frightening Rich and Int roducing the feelings of cruelty and horror Into the atmosphere. Cromwell frightening action reflects what has happened In that scene; how Rich has now switched sides, ending his relationship with More.Their friendship smoldering away eke a slow burn. Silences are as Important as dialogue in a play?discuss the most significant silent moments In the play and their Importance. There are many silences In the play, such as those of the common Man, who chose to maintain silence Instead of revealing the plotting against More. More had also kept silent as Rich took the silver cup which signifies corruption instead of the teaching Job, a way to benefit society. In Act II, More remains silent about Norfolk until he is sure that the friendship should be ended.When Norfolk states that More should take the oath, More ends his silence s well as the friendship. The biggest silence Is Mere's, which had kept him alive through the ordeal of King Henrys divorce until the very end. This silence, accor ding to the bible, cannot be seen as dissent towards the king. He wittily uses this silence to his advantage in order to protect himself and his family against the law, as well as to prevent perjuring his beliefs. However, Cromwell argument that silence can signify affirmation with the example of the silent murder witnesses cost More his life.More also protects his family from the law by refusing to answer them. The silence e maintains about his opinions with the Act of Supremacy Is foreshadowed by the takes offence, by staying silent in front of them, they are able to truthfully answer in a court of law that they do not know his opinions. Stage directions convey a great deal: how do the stage directions for the Common Man convey the plays ideas? The Common Man is used by Robert Bolt to change the setting of the stage in the play. Many times in the play, he changes the setting while in character.He also addresses the audience and comments on the action as a character within the play . Robert Bolt uses the Common Man as a narrator through he stage directions to help the play to flow as a story rather than a play. Due to the Common Man's stage directions, he is meant to draw the audience into the play rather than alienate them. He begins the first act by saying, â€Å"It is perverse! To start a play made up of kinds and Cardinals in speaking costumes and intellectuals with embroidered mouths, with me. (1) The Common Man is to represent the common type of people and through his actions and different characters throughout the play, the Common Man is relatable for the audience members and his reliability is conveyed through his stage directions. The Common Man is also used to highlight the traits of the other characters. As the boatman, he is used to demonstrate mere's generosity. (15) The Common Man is also used to connect the two acts. At the beginning of Act II, the Common Man is used by Bolt to describe the change of time and setting, he sets up the scene by gi ving the audience some background.The foreign water is emphasized by the Common Man's speech at the beginning of Act II, â€Å"a lot of waters flowed under the bridge† (47). The Common Man is used as a tool to help bring the play together and to help develop the other characters within the lay. Thematic Questions: On page 1 5-16–More has a conversation with the boatman. Explore the ethical implications of ;their discussion. How does the imagery of the boat and water reflect those ideas? In the preface to the play, Robert Bolt addresses his usage of water â€Å"as a figure for the superhuman context. The sea is unpredictable, unknown and alien giving it a sense of supernaturalism. He states that his main metaphors are the sea and water; that the â€Å"references to ships, rivers, currents, tides, navigation† (xvi) are all used to create a poetic image with philosophical depth. He compares society by contrast figures as dry land. Although Thomas More grasps onto the safety of the law and land, his faith takes him out into the chaos of the sea. Within the play, the symbolism of Mere's faith in God as water and his belief in the law as the land is explored.Since Bolt intended the land to be considered to be a safe and known concept within the play, it can be compared to Mere's knowledge in law. More is educated in law and he constantly uses the law to back his arguments. Due to mere's knowledge of the law, he knows that he cannot be accused of high treason. â€Å"The law s a causeway upon which so long as he keeps to it a citizen may walk safely. † (92) More is comparing the law to a citizen's walkway, if the law is kept, the citizens should â€Å"When a man takes an oath, he's holding his own self in his own hands.Like water and if he opens his fingers then- he needn't hope to find himself again. â€Å"(83) Since More refuses to take the oath towards King Henrys divorce, he is avoiding the law. He is choosing his faith and religion over the law; water over land. By not taking the oath, More doesn't open his fingers and he doesn't lose himself. He stays rooted in his faith. Only God is love right through, Howard; and that's my self. â€Å"(71) In the end, More explores the extent of his faith and he learns to walk on water, by putting all his trust in God and putting God above the law.Character Questions: Compare and contrast Thomas More and William Roper. Thomas More and William Roper were both upright men who had a strong sense of morality and goodness. More and Roper differ in terms of religion. While More is unwavering in his Catholicism, Roper has swayed towards the Lutheran Church before turning back to Catholicism. More is modest in his dress, refusing to change even when the king visited. However, Roper is bold in clothing, changing into a magnificent black robe and cross after his conversion back to Catholicism. Bolt calls More â€Å"a hero of selfless. (xiv), referring to how he keeps his morals int act even when his life is threatened. Both men were well educated in law and put in service of the crown, with More as the lord chancellor and Roper â€Å"[being] called to the bar. † (16) Thomas More is a conservative, sensible man with a solid foundation on his morals and beliefs. He is not outspoken about his ideas, and he tries to guide people in the eight direction by posing questions and choices instead of being direct. William Roper, however, is more liberal, and energetic. More is older and more experienced with life, careful with his speech and loyal to his conscience.Roper speaks his mind, thinking little of the effects of his words. He is constantly voicing his opinions at every opportunity, leading to Mere's warning to protect his family. He also stands very firm on his beliefs and what he feels is right. Roper is one to take quick action, doing what he wants to do. However, More is thoughtful about his actions, staying out of harms ay and hiding behind his knowle dge of the law and having faith in it. Through Roper's actions within the play, Roper is Mere's foil and emphasizes Mere's strong belief in God and the Church in contrast to his passion for whichever church he was in at the time.Compare and contrast Cardinal Wolves and Thomas Cromwell. Cardinal Wolves and Thomas Cromwell were both key figures in this play, as influential members of government. They were both practical, politically aware men that played important roles in the affair of the kings divorce, and recognized the importance of having an heir to the throne. There are many physical differences between Wolves and Cromwell. Wolves is â€Å"Old. A big decayed body in scarlet† (xx), whereas Cromwell is in his late thirties, and dressed in black.Beyond the physical, the name of effective action† (xx), while Wolves is ambitious and intelligent, although his character is not well-developed before his death early in the play due to pulmonary pneumonia. His death serves a s a warning for anyone else that did not follow the wishes of the king, and foreshadows the eventual death of Thomas More. Both Cromwell and Wolves try their best to complete what the King wants. â€Å"When the inning wants something done, [Cromwell] does it. † (21). Cromwell doesn't stop to question the kings desires, nor does he try to compromise with those who are against the King.He wished to gain power through the affairs of the king despite the immoral consequences. Wolves tries to find alternate paths to the same outcome for the king, he looks at all aspects of the situation before drawing a conclusion. His wisdom is shown when he tells More that â€Å"Letting [King Henry] without an heir and we'll have them back again. Let him die without an heir and this ‘peace' you think so much of will go out like that! (12) Wolves takes other's opinions into account whereas Cromwell only cares for the result that will make himself look best.Wolves failed to obtain the Pope' s dispersion, and therefore did not succeed in fulfilling the Kings wishes for divorce, while Cromwell devised many plans that led to the achievement of the divorce through force. Compare and contrast Lady Alice and Lady Margaret. Alice and Margaret are the ones closest to Thomas More. Both women are intelligent and righteous. This is shown when they agree that Rich was to be arrested when it became apparent that he had betrayed More. Alice is Mere's wife, an understanding and caring woman that trusts in More beyond simple reasoning.She understands that he values morality over his life,and she feels that â€Å"[More] the best man that [she] ever met. † (86) Alice is sad to see her loved one go, but accepts his final resolution and painfully comes to terms with his decision. Unlike her stepmother, Margaret does not understand his reasons for sacrificing his life. â€Å"Meg [is] under oath to persuade [More]† (83) to choose life over morality. Alice is an impressive woma n in her forties with an incredible ability to understand and worship her husband† (xx) as well as society, leading to trouble and defiance towards both.Margaret is a beautiful girl in her twenties with a naivety that is fostered by the care of her father. Both Alice and Margaret possess a unconditional love and care for Thomas More that they act upon in many occasions in the play. For instance, they repeatedly asked him about his conversations with Cardinal Wolves. Also, they prepared a feast for the King's visit on his behalf. Although More is evasive and silent on his affairs, they think nothing but good of him, and support him to the end.

Saturday, January 4, 2020

International Relations And American Foreign Policy

International Relations and American Foreign Policy are both strong qualities that help define America as a nation. Not only that, but a strong nation that has the reputation to not be trifled with. The concept of International Relations is so much broader than most will ever know and be aware of. It is such a vast field that almost anything can fall under it. However, there are four main qualities of our foreign policy and international relations that define the process, and that is statesmanship, military and war, international economic policy, and cultural exchange. These four are the core parts of International Relations and America’s Foreign Policy. Statesmanship is basically the ability, qualifications, and practice of managing public affairs. The three most important qualities of statesmanship are a vision, a moral compass, and the wisdom to execute. Aristotle believed that statesmanship was for the betterment of the community. As the city-state comes first, there obviously needs to be a vision for the community, a moral compass to follow and the wisdom of determining and making the execution of that plan. Statesmanship helps lead a country to greatness. The Bible also has its own spin of statesmanship. For example, Proverbs 21:3 says, ‘To do righteousness and justice is more acceptable to the Lord than sacrifice.’ This verse alone shows that the essence of politics is not separated from morality. That is one reason why a moral compass is one of the most importantShow MoreRelatedHistory of British Foreign Policy1135 Words   |  5 Pagesundergraduate research paper entitled â€Å"British Foreign Policy in the XV III Century: The Struggle for an European Balance of Power†. 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