Charles Sieberts Article, An Elephant Crackup - 1321 Words

Communication within a society is imperative for a society’s long-lasting existence. Communication helps generate a durable foundation for a structured and organized society. The most robust and advanced societies have intricate communications systems in which people within are able to cooperate with one another and intercommunicate. Each society and culture has their own way of domestic communication. In Charles Siebert’s article, An Elephant Crackup?, he discusses about the elephant culture and how it functions and communicates within their society, and the emotional aspects which surround the culture. However, more advanced cultures will inevitably expand their influence and seep into others. Ethan Watters’, The Mega-Marketing of Depression in Japan, reveals this to us by showing how pharmaceutical companies exploited their power to influence more susceptible cultures, such as Japan at that time. From past to present day cultures have always been in contact an d interacting with each other. Examples of how these cultures interact or communicate come through by expressing empathy, marketing, and through economic gain, or trading. These interactions between cultures allow for cultures to be understood better and form an accord. The main measure to communicate ideas is across cultures is through emotions, especially empathy. In Siebert’s article, An Elephant Crackup?, he examines elephant culture and how it is strikingly similar to human culture. He compares how elephants

The Story Map Of Home - 2007 Words

The story Map of Home gives insight into the lives of a family that has been pushed out of their home that now must travel to different country’s as refugees. One of the points of conflict in the book is based on the us vs them dichotomy which is based on the notion of fear of others and fear of reaction. This situation has caused a fracture between the refugees and the country’s taking them in. In this paper one will also see how this conflict relates the situation in Paris and also argue the position of whether it is right to justify action based on fear. This is problematic because this process deems ignorance, fear and pride as an acceptable way of approaching a situation when it should be approached with kindness, and respect†¦show more content†¦The attack has fractured the relationship between nations and refuges which has caused a dire problem for [refugees] â€Å"a person who flees for refuge or safety, especially to a foreign country, as in time of political upheaval, war† (Dictionary.com) all over the world. Many countries are closing their doors on refugees based on the notion of fear and what if. For example, What if we get bomb or threatened? What if the refuges are terrorist? This notion is based on fear and fear of others, which instills a fear of rejection to those looking for help. The most difficult part about this conflict is that the questions being asked are important to the security of the country. Most of the people that are refugees are running away from the same terrorist group that attacked Paris. When we react with an emotion reaction like fear and enclose oneself from the problem we are rejecting the refugees and we are falling in to the us vs, them dichotomy. [Dichotomy] â€Å"Division into two mutually exclusive, opposed, or contradictory groups† (Dictionary.com). Were we are pitted against each other and neither wanting to risk the lives of the ones held dear. To solve this problem one needs to approach both dichotomies with a better solution, which doesn’t, put both parties at risk or against each other. In the book Map Of home, a public and personal account of the conflict between Israel and Palestine is told. The conflict left many

Mining Industry Overview Free Essays

Mining? Industry? Overview? Boyi? Xie? March? 5,? 2012? Michael? Porter’s? Five? Forces? Outline? †¢? †¢? †¢? †¢? †¢? †¢? †¢? Products? Suppliers/Customers? Industry? Compe? tors? Cost? Revenue? ? pro? t? Overall? trends? Other? factors? Products? †¢? †¢? †¢? †¢? †¢? †¢? †¢? †¢? †¢? †¢? †¢? Aluminum? Copper? Lead? Zinc? Gold? Silver? Uranium? oxide? Diamonds? Stainless? Steel? Materials? Iron? Ore? Coal? Aluminum? Zinc? Copper? Gold? Iron? ore? Diamond? Marketing? ? Customers? †¢? Marke? ng? centers? of? mining? companies? †¢? Sell? products? at? the? most? advantageous? price? to? make? the? most? of? their? intrinsic? value? ? Act? as? a? source? of? specialist? exper? se? †¢? Iden? fy? value? opportuni? es? †¢? Customer? service:? †¢? Technical? assistance? †¢? Transporta? on,? e. g.? BHP? Shipping,? Rio? Tinto? Marine? †¢? Customers? †¢? Jewelry ? makers. We will write a custom essay sample on Mining Industry Overview or any similar topic only for you Order Now ? E. g.? gold,? silver? and? diamonds? †¢? Manufacturing/construc? on? companies.? †¢? E. g? Hyundai? Steel? †¢? Government? †¢? Other? retailers? BHP? Billiton? †¢? BHP? Billiton? is? a? global? mining,? oil? and? gas? company? headquartered? in? Melbourne,? Australia? and? with? a? major? management? o? ce? in? London,? UK.? It? is? the? world’s? largest? mining? company? measured? by? evenue.? †¢? BHP? Billiton? was? created? in? 2001? through? the? merger? of? the? Australian? Broken? Hill? Proprietary? Company? Limited? (BHP)? and? the? Anglo? Dutch? Billiton? plc.? (Billiton? origins? stretch? back? to? 1860)? †¢? It? is? now? a? dual? listed? company? in? Australian? Securi? es? Exchange? and? London? Stock? Exchange.? †¢? It? operates? a? wide? variety? of? mining? and? processing? opera? ons? in? 25? countries,? employing? approximately? 41,000? people.? †¢? It? has? opera? ons? on:? aluminum,? diamonds,? iron? ore,? petrol eum,? stainless? steel,? uranium,? etc.? †¢? Mines? in:? Algeria,? Australia,? Brazil,? Canada,? South? Africa,? USA? Rio? Tinto? †¢? Rio? Tinto,? now? headquartered? in? London,? UK? (and? Brisbane,? Australia),? was? founded? in? 1873,? when? a? mul? na? onal? consor? um? of? investors? purchased? a? mine? complex? on? the? Rio? Tinto? river,? in? Huelva,? Spain.? †¢? It? is? now? a? dual? listed? company? in? Australian? Securi? es? Exchange? and? London? Stock? Exchange.? †¢? It? is? one? the? world? leaders? in? the? produc? on? of? aluminum,? iron? ore,? copper,? uranium,? coal? and? diamonds.? †¢? It? also? has? signi? cant? opera? ons? in? re? ning,? par? cularly? for? e? ning? bauxite? and? iron? ore.? †¢? It? has? opera? ons? on? six? con? nents? but? is? mainly? concentrated? in? Australia? and? Canada.? Vale? †¢? Vale? is? a? Brazilian? mul? na? onal? diversi? ed? metals? and? mining? corpora? on? and? one? of? the? largest? logis? cs? operators? in? Brazil.? †¢? It’s? the? largest? producers? of ? iron? ore,? pellets,? and? second? largest? nickel;? other? products? include? manganese,? ferroalloys,? copper,? bauxite,? aluminum.? †¢? It’s? listed? on? stock? exchanges? of? Sao? Paulo,? New? York,? Paris,? Hong? Kong? and? Madrid.? †¢? It’s? also? the? corpora? on? with? the? ost? â€Å"contempt? for? the? environment? and? human? rights†? and? was? named? world’s? most? evil? company.? @8+8+%*1(9’+8$)%#’. $%*1+08+2$,%01%1209$/31/(%0#$% 1. $/’44%(‘/;$06%’)%*1+)2($/%)$*01/)%,$9$+,’+0%1+% ,$(‘+,%3/1(%,$. $419$,%$*1+1(8$)%)0/24$,%01% /$*1. $/:%A#84$%0#$%8+,2)0/5%? ‘)%#80%#’/,%75%0#$%417’4% *†. â€Å"3!. ,)3’! %! %8)7! â€Å"! â€Å"2)3174. â€Å"! +%)0. 9+),+#)0+)’+$'†) ‘+,%1+$%7$51+,:% Global? Indices? Global indices (February 1989=1) 9 †¢? Mining? companies? have? con? nued? to? outperform? the? overall? market.? †¢? While? the ? industry? was? hit? hard? by? the? global nancial? crisis,? mining? ompanies? have? led? the? return? and? gone? beyond. 8 7 6 5 4 3 2 1 0 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 Dow Jones FTSE HSBC Global Mining Index Source: Bloomberg. BCDC%)’? %/$’4%0$+)81+%8+%0#$%(‘/;$0%’)%/1? 0#% /$712+,$,6%133)$0%75%’%+2(7$/%13%8+*8,$+0)%0#’0%;$90% Global? Indices? â€Å"#$%'(#)*+)*,-. %)/0 -. $/%0#$%*12/)$%13%0#$%4†²)0%5$’/6%417’4%$*1+1(8*%’+,% 914808*’4%0/$+,)%#’. $%*#’+$,%0#$%8+,2)0/5:%†#$%(8+8+% !†#$%'()*†#%)! %+,-)! â€Å"). )†+/)+’. ). â€Å"#)0+’+)! %)†1)$'†! â€Å"2) 7’*;:%$*081+)%? #84$%)29945%/$(‘8+)%*1+)0/’8+$,6% ?80#%*#’44$+$)%)2*#%’)%,$*48+8+%/’,$%’+,%(1/$% $(10$%41*’081+):%†#$%*1)0%*2/. $%#’)%)#830$,%296% *1+08+28+%01%920%9/$))2/$%1+%0#$%8+,2)0/5%01%(à ¢â‚¬Ëœ8+0’8+% *†. â€Å"3!. ,)#! %3! 4,! â€Å"+5)6+/)4,. (+’%). ‘+)+7+’2! â€Å"2). â€Å"#)0+) 8+,2)0/5%8)%/$*$8. 8+%(1/$%’00$+081+%3/1(%80)%(‘+5%’+,% .’/8$,%)0†²;$#14,$/):%! â€Å"#$%’#$†($)†*%#+%8+%0#$%(8+8+% 8+,2)0/5: †¢? Emerging? countries? con? nued? to? storm? ahead,? with? demand? for? resources? driven? by? strong? GDP? growth,? including? close? to? 10%? growth? in? China. †¢? Mining? market? capitaliza? on? con? nued? to? rebound? in? 2010,? with? many? players? recovering? the? remaining? market? capitaliza? on? lost? uring? the? global nancial? crisis? and? surpassing? the? level? seen? at? the? end? of? 2007.? 1%#/+)*,-(%,2#3 @8+8+%*1(9’+8$)%#’. $%*1+08+2$,%01%1209$/31/(%0#$% 1. $/’44%(‘/;$06%’)%*1+)2($/%)$*01/)%,$9$+,’+0%1+% ,$(‘+,%3/1(%,$. $419$,%$*1+1(8$)%)0/24$,%01% /$*1. $/:%A#84$%0#$%8+,2)0/5%? ‘)%#80%#’/ ,%75%0#$%417’4% *†. â€Å"3!. ,)3’! %! %8)7! â€Å"! â€Å"2)3174. â€Å"! +%)0. 9+),+#)0+)’+$'†) ‘+,%1+$%7$51+,:% †¢? The? total? year? end? market? capitaliza? on? of? the? top? 40? companies? increased? by? 26%,? with? larger? gains? generally? achieved? by? the? smaller? companies. Global indices (February 1989=1) 8 7 6 5 4 3 2 1 0 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007 2009 2011 Dow Jones FTSE HSBC Global Mining Index Source: Bloomberg. BCDC%)’? %/$’4%0$+)81+%8+%0#$%(‘/;$0%’)%/1? 0#% /$712+,$,6%133)$0%75%’%+2(7$/%13%8+*8,$+0)%0#’0%;$90% *’2081+%’+,%/8);%1+%0#$%’$+,’:%? @? ‘. /$! 3# 3/+030. 3.! 3#$! A $’$/%0* 3/+030. A. /,+B! $ Top 40 TS 100 250% 50 Coal India PotashCorp Barrick Gold FreeportMcMoRan Anglo American Xstrata China Shenhua 0 Rio Tinto 200% Vale †¢? The? big? get? bigger.? They? are? also? diversifying? in? other? direc? on s.? For? instance,? some? have? begun? exploring? the? bene? ts? f? ver? cal? integra? on? in? an? anempt? to? control? the? en? re? commodity? value? chain? –? from? coal? mining? to? steel? produc? on? to? power? genera? on.? 150 BHP Billiton †¢? New? entrant:? Coal? India.? Following? its? IPO? in? October? 2010,? it’s? the? largest? new? entrant.? 5$/! â€Å". 3 (#. A(! ‘ 3#$! ($)3 150% 100% 2009 2010 Source: Capital IQ. Note:? EBITDA:? earnings? before? interests,? taxes,? deprecia? on,? and? amor? za? on? 9%. #1:. %7%2;-201$? @?! ! (3*+!. 23! 5$/! -. /! 3#$! ‘0*0*%! 0*+2(3/57! R)/. ((! 3#$! â€Å". 1! G?! 3#$/$! A(! ! 50% 0% Source: B â€Å"#$%'($)%*+,-)%. $(%-‘. -. 0+%1232%4$%)’4%5#$%567%5#/$$%(0+$/)%89:;%90)G#’H 9##? â€Å"@)*+†A. +6;),†*5(â€Å"*88/)8*0)†A*+6),† were? announced? during? the? ;B†*5(â€Å"=CB†1481)/†01*5†³01)†9/,0†³1*+#? â€Å"D5†³*5† â€Å"(2/. $%2(2@. /%†0#†1’/2%). %**3/*%;/0%†1/2? /3/ ?rst? half? of? 2011.? .7B(*C/3;C%)7858%). 577B%). (* C/3 ;;’? â€Å"E. â€Å"F60†³014,†450. â€Å"F)/,F)704A)$†7. 5,4()/†01*0† †¢? Deals? volumes? and? aggregate? â€Å"(2/. 0#†1’/2’%/7855;C/$12(/2;4/%3#E+,-();C/ â€Å". JK? † values? were? 10%? and? 25%? 1 80 ,000 3,000 Announced Date Target Target Description Target Headquarters Transaction Value (millions) Target Resource Type !$%%#'(#%$#)*’+,*#-. /. /0#12,*3 2011? 1H? Top? 10? Global? Mining? Deals Acquirer 01/28/2011 Massey Energy Corporation Massey Energy Company, through its wholly owned subsidiary, A. T. Massey Coal Company, Inc. , produces, processes, and sells bituminous coal primarily in the United States. United States US$8,500 Coal Alpha Natural Resources, Incorporated 04/24/2011 Equinox Minerals Limited Equinox Minerals Limited engages in the mining and exploration of mineral properties. Australia C$7,300 Copper Barrick Gold Corporation Announced 01/11/2011 Date Target Consolidated Thompson Iron Mines Limited Target Description Consolidated Thompson Iron Mines Limited, a mining company, engages in the exploration and development of mineral properties in Canada. Target Canada Headquarters Transaction C$4,900 Value (millions) Target Steel Resource Type Acquirer Cliffs Natural Resources Incorporated 05/02/2011 01/28/2011 US$3,400 US$8,500 Coal Coal Kazakhstan US$3,200 Zinc 04/24/2011 Equinox Minerals Limited Australia C$7,300 Copper 06/10/2011 01/11/2011 PT Bumi Resources Consolidated Thompson Minerals Tbk Iron Mines Limited International Coal Group, Inc. produces coal in northern and central Massey Energy Company, through States. owned subsidiary, A. T. Massey Appalachian regions of the United its wholly Coal Company, Inc. , produces, processes, and sells bituminous coal primarily iKazzinc JSC States. produces zinc with copper, precious metals, and lead n the United primarily credits in Kazakhstan. Equinox Minerals Limited engages in the mining and exploration of mineral properties. PT Bumi Resources Minerals Tbk, through its subsidiaries, engages in the Consolidated Thompson Iron Mines Limited, a mining Indonesia and in west exploration and development of mineral properties in company, engages in the exploration and development of mineral properties in Canada. Africa. United States United States 04/14/2011 International Coal Group, Massey Energy Incorporated Corporation KazzInc Indonesia Canada US$2,100 C$4,900 Diversi? ed Steel and Metals Mining 02/03/2011 05/02/2011 Fronteer Gold International Coal Group, Incorporated Incorporated Fronteer Gold Inc. engages in the acquisition, exploration, and development of International Coalproperties in producesthe United States, and Turkey. mineral resource Group, Inc. Canada, coal in northern and central Appalachian regions of the United States. Canada United States C$2,300 US$3,400 Gold Coal Arch Coal Alpha Natural Incorporated Resources, IGlencore ncorporated International p Barrick Gold Corporation Bumi plc Cliffs Natural Resources Incorporated Newmont Min Arch Coal Corporation Incorporated 04/14/2011 03/02/2011 KazzInc Companhia Brasileira de Metalurgia e Mineracao Kazzinc JSCBrasileira de Metalurgia ewith copper,engages in the extraction, Companhia primarily produces zinc Mineracao precious metals, and lead credits in Kazakhstan. processing, manufacture, and marketing of niobium-based products. Kazakhstan Brazil US$3,200 US$1,950 Zinc Diversi? ed Metals and Mining 06/10/2011 PT Bumi Resources Minerals Tbk PT Bumi Resources Minerals Tbk, through its subsidiaries, engages in the exploration and development of mineral properties in Indonesia and in west Africa. Indonesia US$2,100 Diversi? ed Metals and Mining 02/03/2011 Fronteer Gold Incorporated Fronteer Gold Inc. engages in the acquisition, exploration, and development of mineral resource properties in Canada, the United States, and Turkey. Canada C$2,300 Gold 03/02/2011 Companhia Brasileira de Metalurgia e Mineracao Companhia Brasileira de Metalurgia e Mineracao engages in the extraction, processing, manufacture, and marketing of niobium-based products. Brazil US$1,950 Diversi? ed Metals and Mining 06/22/2011 Vale Fertilizantes SA Vale Fertilizantes S. A. produces and supplies phosphate- and nitrogen- based inputs for the production of fertilisers and inputs for chemical companies in Brazil. Brazil US$1,390 Fertilisers and Agricultural Chemicals POSCO, Sojit Corporation, N Steel Corpora Holdings Inco Vale S. A. The Japan Oil and Metals Na Corporation Pension Servi 06/15/2011 Drummond Company, Inc. Colombian Mining Operations and Related Infrastructure Drummond Companys, Colombian Mining Operations and Related Infrastructure comprises coal exploration properties with probable reserves of about 2 billion net tons. Colombia US$1,524 Coal Itochu Corpor 06/22/2011 Vale Fertilizantes SA Vale Fertilizantes S. A. produces and supplies phosphate- and nitrogen- based inputs for the production of fertilis ers and inputs for chemical companies in Brazil. Brazil US$1,390 Fertilisers and Agricultural Vale S. A. Glencore Sojit POSCO, ICorporation, p nternational Steel Corpora Holdings Bumi plc Inco The Japan Oi and Metals N Corporation Pension Serv Newmont Min Corporation 2011? 1H? Top? 10? Global? Mining? Deals et ource Acquirer Acquirer Description Acquirer Headquarters Transaction Status (as at August 8, 2011) l Alpha Natural Resources, Incorporated Alpha Natural Resources, together with its subsidiaries, engages in the production, processing, and sale of coal in the United States. United States Closed per Barrick Gold Corporation Barrick Gold Corporation engages in the production and sale of gold, as well as related activities, such as exploration and mine development. Canada Closed l Cliffs Natural Resources Incorporated Cliffs Natural Resources, a mining and natural resources company, produces iron ore pellets, lump and ? nes iron ore, and metallurgical coal products. United States Closed l Arch Coal Incorporated Arch Coal engages in the production and sale of steam and metallurgical coal from surface and underground mines located throughout the United States. United States Closed Glencore International plc Glencore International plc, together with its subsidiaries, engages in producing, sourcing, processing, re? ning, transporting, storing, ? ancing, and supplying commodities to industries worldwide. Switzerland Announced Bumi plc Bumi plc, through its subsidiaries, engages in the exploration, mining, and processing of coal and other minerals in Indonesia and West Africa. United Kingdom Announced Newmont Mining Corporation Newmont Mining, together with its subsidiaries, engages in the acquisition, exploration, and production of gold and copper p roperties. United States Closed POSCO, Sojitz Corporation, Nippon Steel Corporation, JFE Holdings Incorporated, The Japan Oil, Gas and Metals National Corporation National Pension Service JFE Holdings, Inc. , through its subsidiaries, engages in steel and engineering operations in Japan. JFE Holdings Inc. : Japan Announced National Pension Service is a pension fund manager. National Pension Service: South Korea rsi? ed als and ng rsi? ed als and ng Nippon Steel Corporation, through its subsidiaries, engages in the manufacture and sale of steel and related products in Japan and internationally. Nippon Steel Corp. : Japan POSCO: South Korea Sojitz Corporation operates as a general trading company worldwide. Sojitz Corporation: Japan Japan oil, Gas and Metals National Corporation provides ? ancial assistance, technology development, technical support, stockpiling, gathering/providing information, mine pollution control, and overseas ? eld survey services in Japan. ilisers POSCO engages in the manufacture and sale of steel products in South Korea and internationally. The Japan Oil, Gas and Metals National Corporation: Japan Vale S. A. Vale S. A. engages in the exploration , production, and sale of basic metals in Brazil. Brazil Announced Itochu Corporation ITOCHU Corporation operates as a general trading company primarily in Japan and internationally. Japan Announced How to cite Mining Industry Overview, Essay examples

Unethical Decision Making-Free-Samples for Students-Myassignment

Question: Write a reflection on how a team made an Unethical Decision in a Humanitarian Environment and how was the team input Collective Intelligence used to make this decision. Answer: Introduction Unethical decision in a workplace can be defined as a course of action that cannot be categorized as an act of good moral for a company or organization. Under an ethical dilemma, manager should stretch the truth and look for a big picture through using a holistic approach because the truth may differ. This type of decision is usually in the best interest of the ICRC and may be against the gut feeling or what seems to be right thing to some people. On the other hand, it may be for the greater good and to serve the big picture rather the impact of a project. In this case the team leader must trust and solicit ideas from team members and make a decision that may not be comfortable with his or her style. Thus, an ethical dilemma were the manager or a team is confused during a decision making process. For an example, our team sometime has to make a decision for which venue to use for training event a nice expensive hotel or a cheap venue at for ICRC participants. The fact is that most of our courses participants and clients are ICRC employees from challenging contexts thus having a comfortable venue promotes a better space for them to relax and reflect on learning and provides better atmosphere for participants and facilitators. On the other hand it was observed that training events in some hotels that are cheaper may cause lack of comfort for participants, more challenges with digestion, more expenses for water and transport etc. The other aspect in making such decision is the responsibility to donor funds and save donor money in order to spend it effectively. The idea is being frugal has its draw back on many elements of the training. Since training is an investment and it has returns it has to be managed well, its not an expense it actually provides ICRC with many returns that are tangible for the trained eye. Thus a teams decision in this case may be difficult to understand and at times making the right decision can be difficult to explain to someone out of the team while the decision is influenced by other dependable like procedures, security, other units, and season. Case study Our team was using a hotel venue at a lower price that was very reasonable but did not offer any facilities or an acceptable enough environment to our course participants; although staffs of the hotel were very nice, but the actual property lacked a lot of essential services and tools. A decision had to be made within the team, the team was divided some team members were against others were for the change, do we save money for beneficiaries and have an negative impact on our action in the field or invest entraining and training for good return on investment and a more coherent humanitarian response. Its amazing after dealing with stakeholders for a decade you become connected and its no longer just business transactions. Some team members thought that since the venue does well and promotes the community and VTC trainees we should stay there and consider asking them to improve gain. Although some team members had a very strong argument that got the team divided in the decision, manager took a decision to change the hotel and start somewhere new. The approach to making this decision required a certain amount of flexibility within the team. Some team members became emotional; others were challenging taking the role of the worrier. Conclusion Making a decision requires a manager to collect facts and manage the discussion between less fluent speakers and the more fluent or warrior speakers, and motivates even the slightest or inanest ideas. Only then you know as a manger you have thought and collected the intelligence of many to make the best decision for the ICRC and all the stakeholders involved. It can be said that there could be a few instances when a person or a team may take an unethical course when making a decision, but it is always advisable to think the situations through and come up with an ideas to suit the ICRC mission and vision. In the previously discussed case, it is clear that the manager took an unethical decision on a humanitarian ground but for the long term the team decided on a decision that favors the interest of the organization in the long term.