African Diaspora Essay examples -- African Diaspora Cultures

In basic terms, the Diaspora as an idea, portrays gatherings of individuals who at present live or dwell outside the first countries. We will approach the Diaspora from the focal points of relocation; that the movement of individuals all through of the African landmass has various purposes of birthplace, various examples and results in various personality arrangements. However, these examples of scattering and germination/ digestion speak to arrangements of the Diaspora. My paper will center on the complexities of the topic of whether Africans in the Diaspora should come back to Africa. This will be engaged through the focal points of the various stages in the Diaspora. The authentic Diaspora affirms pre-frontier worldwide scattering and resettlement of Africans. These people group of migrated Africans distinguished and kept up an association with Africa, while as yet keeping up a Steadfastness to their embraced nation and making substantial and positive commitments. This carries us to another inquiry, what precisely then are the personalities of the African Diaspora and how was that personality fashioned under (in and after) bondage? Symbol Brah best enlightens the excursion of personality plan through the writing of the African Diaspora she composed: Diasporic personalities are without a moment's delay nearby and worldwide. They are systems of the transnational distinguishing pieces of proof including envisioned and experienced networks (Brah, 1994). An individual can enact any number of decisions on the way to their personality, hence the specific circumstance and authentic procedures must be researched. The Diaspora started from chronicled and social encounters of the Jewish and Greek individuals, ... ...s as a gathering what's more, to powerful protection from persecution. There's no need in coming back to Africa. In spite of Cesaire's development of pre-pilgrim Africa as a total of warm, common social orders, he never calls for an arrival. His idea of Negritude is future-arranged and current. His situation in Discourse is unequivocal and sterile endeavor to rehash the past, yet to get past. It's anything but a dead society that we need to restore. We leave that to the individuals who go in for exorcismà ¢Ã¢â€š ¬Ã‚ ¦It is another society rich with all the profitable influence of present day times, warm with all the brotherhood of bygone days.(Cesaire, 2000) James Aggrey said numerous years back that there is another Africa coming today and it is a challenge to human advancement. Joseph Harris included that the new Africa today is the universe of African individuals, of Africa and its Diaspora.

Summarize Strategic Management in a Healthcare Organization Research Paper

Sum up Strategic Management in a Healthcare Organization - Research Paper Example Also, Strategic administration has a blend of components that are corresponded and are vital to accomplishing the foreordained destinations. Key administration is significant in social insurance associations since it assumes a central job in accurately anticipating the future and building up systems for managing developing issues (Hunger and Wheelen 2010). In a perfect world, vital administration help medicinal services associations in distinguishing potential open doors just as difficulties and sets up instruments for managing the characteristic circumstances (Hunger and Wheelen 2010). Vital administration is fundamental for social insurance associations since it helps in getting ready for different exercises and tasks successfully disposing of dissatisfactions. Medicinal services associations are continually confronted with outer dangers, and vital administration gives an answer for this difficult occasion. Preferably, vital administration help in deciding outside weight by thinking of compelling answers for manage the issues (Hunger and Wheelen 2010). Key administration is significant in a medicinal services association since it is development arranged. Basically, the job of vital administration is to continually look for circumstances that are viable for progress (Hill et al., 2012). Medicinal services associations require vital administration designs as an outcome of staying applicable in a unique domain. The device can help social insurance associations in arranging, observing advancement programs and the execution of procedures. Therefore, medicinal services associations are fit for anticipating the future and reacting to the inborn difficulties and

The Platypus Essays - Monotremes, Sleep, Dream, Neurophysiology

The Platypus The platypus, evidently, is a shockingly profound sleeper. In addition, it invests a greater amount of its energy in alleged 'REM' rest than some other warm blooded animal. These are the decisions of an investigation on rest in the platypus by Jerry M. Siegel of the Sepulveda Veterans' Affairs Medical Center, North Hills, California and partners. Their report shows up in an uncommon number of Philosophical Transactions of the Royal Society committed to the science of the platypus (Ornithorhynchus anatinus), commending the bicentenary of the revelation, in Australia, of this surprising creature. 'REM' means 'fast eye-development' and is the sort of rest where the cerebrum can be more dynamic than in it is while alert, the creature jerks, and the eyelids flash ? subsequently the name. In people, REM rest is related with dreaming. In any case, does the platypus have a remarkably rich dream life? Conceivably not, state the specialists: felines, opossums, armadillos and different well evolved creatures not known for their scholarly accomplishments have undeniably more REM rest, regardless of whether determined in hours of the day or as a level of all out rest time, than people. Furthermore, why study rest in the platypus in any case? All things considered, the platypus is an darken and amazingly crude animal, indirectly identified with people. The answer lies in that crude state: contemplating the physiology of the platypus could yield intimations about the life and conduct of the most punctual warm blooded animals. The platypus has a place with a gathering of well evolved creatures with antiquated roots. Separated from the platypus itself, the gathering ? the monotremes ? incorporates two types of echidna, or 'prickly insect eating animal'. Every one of the three animal varieties are kept to Australasia. Monotremes lay eggs, similar to flying creatures and reptiles, yet dissimilar to every single other vertebrate. They likewise have a scope of other reptile-like anatomical highlights, includes that have been lost in further developed warm blooded animals. Scientists feel that monotremes have been particular as a gathering for at any rate 80 million years, in length before the dinosaurs got terminated. Monotremes have played an appearance job in concentrates on the advancement of mammalian mind work. An examination in 1972 recommended that the echidna Tachyglossus had no REM rest. This was significant, on the grounds that it suggested that REM rest more likely than not developed in higher warm blooded animals. Ensuing exploration made this outcome look irregular, as REM-like rest marvels have since been seen in feathered creatures and a few reptiles: in which case, the echidna may have lost the limit some place in its advancement. This is the problem that Siegel and associates have been exploring. Initially, incidentally, the term 'REM' is a misnomer: creatures may show REM rest despite the fact that their eyes don't move, and their bodies don't jerk. REM is appropriately characterized as a trademark example of action in the mind, created by explicit neuronal pathways in the brainstem ? regardless of whether this action is conveyed advances into the 'higher' focuses of the mind (where it is showed as dreaming). Accounts from prudently embedded terminals show that the echidna does, all things considered, show a sort of REM rest created by the brainstem, despite the fact that it is somewhat quieted and the creature gives no outward indications. Youthful creatures show more REM rest than more established ones, and it may be the case that very youthful echidnas have a progressively dynamic resting life (counting jerking) than more seasoned ones. The platypus, however, gives all the exemplary outward indications of REM rest. Without a doubt, a record from as quite a while in the past as 1860, preceding REM rest was found, announced that youthful platypus demonstrated 'swimming' developments of their forepaws while sleeping. In spite of these distinctions, the REM rest of the platypus and the echidna is restricted to the brainstem: the forebrain shows the normal, consistent examples of neuronal movement related with profound, dreamless rest. This proposes for all their REM rest, monotremes don't dream. These discoveries set our comprehension of the development of rest on a firmer balance. It presently appears that the 'center' brainstem movement showed as REM rest has incredibly old roots, returning to the reptilian acnestors of vertebrates just as flying creatures. The elaboration of REM rest into the forebrain is a later advancement: however whether it developed once and monotremes have since lost it, or on the off chance that it developed more than once, is something that lone more work on winged creatures what's more, reptiles can build up. The platypus, clearly, is a shockingly profound sleeper. In addition, it invests a greater amount of its energy in alleged 'REM' rest than some other well evolved creature. These are the determinations of an examination on rest in the platypus by Jerry M. Siegel of the Sepulveda Veterans' Affairs Medical Center, North

Various types of leadership and change management - Free Essay Example

Change processes and change projects are the milestones in any organizations history. Due to the dynamics in the external environment, many organizations find themselves in nearly continuous change. The scope reaches from smaller change projects in particular sub business units up to corporation-wide transformation processes. Similarly many risks are associated with change process. To overcome such risk organizations requires having effective change agent. Anyone can be change agent unless they possess certain qualities. As a multidisciplinary practice, Organizational Change Management requires for example: creative marketing to enable communication between change audiences, but also deep social understanding about leaderships styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups expectations, communicates, integrates teams and manages people training. It makes use of metrics, such as leaders commitment, communication effectiveness, and the perceived need for change to design accurate strategies, in order to avoid change failures or solve troubled change projects. An effective change management plan needs to address all above mentioned dimensions of change. This can be achieved in following ways: Putting in place an effective Communicat ion strategy which would bridge any gap in the understanding of change benefits and its implementation strategy. Devise an effective skill upgrading scheme for the organization. Overall these measures can counter resistance from the employees of companies and align them to overall strategic direction of the organization. Personal counseling of staff members (if required) to alleviate any change related fears. Change management is a basic skill in which most leaders and managers need to be competent. There are very few working environments where change management is not important. When leaders or managers are planning to manage change, there are five key principles that need to be kept in mind: Different people react differently to change Everyone has fundamental needs that have to be met Change often involves a loss, and people go through the loss curve Expectations need to be managed realistically Fears have to be dealt with Here are some tips to apply the above principles when managing change: Give people information be open and honest about the facts, but dont give overoptimistic speculation. I.e. meet their OPENNESS needs, but in a way that does not set unrealistic expectations. For large groups, produce a communication strategy that ensures information is disseminated efficiently and comprehensively to everyone .E.g.: tell everyone at the same time. However, follow this up with individual interviews to produce a personal strategy for dealing with the change. This helps to recognise and deal appropriately with the individual reaction to change. Give people choices to make, and be honest about the possible consequences of those choices. Ie meet their control and inclusion needs Give people time, to express their views, and support their decision making, providing coaching, counselling or information as appropriate, to help them through the LOSS CURVE Where the change involves a loss, identifies what will or migh t replace that loss loss is easier to cope with if there is something to replace it. This will help assuage potential fears Where it is possible to do so, give individuals opportunity to express their concerns and provide reassurances also to help assuage potential fears. Keep observing good management practice, such as making time for informal discussion and feedback even though the pressure might seem that it is reasonable to let such things slip during difficult change such practices are even more important. Where you are embarking on a large change programmes, you should treat it as a project. That means you apply all the rigours of project management to the change process producing plans, allocating resources, appointing a steering board and/or project sponsor etc.. The five principles above should form part of the project objectives. Some of the effective change agent qualities are describe below. Task 1 Depending on factors like corporate culture, strategic relevance of project, acceptance of project among management and staff, timeframe, resources etc, change agents either may need good project management capabilities in order to guarantee timely progress, or they should be good leaders with the ability to motivate people. Change agents always need the ability to get all people affected by the project involved, to ensure their support and commitment. This requires a high competency as the basis for acceptance as well as soft skills, which are often summarized as emotional intelligence. This includes the ability to communicate, to understand and to take into account opinions and doubts of others. Change projects involve a great variety of factors and forces. These factors do not only comprise the reasons and objectives for change, but also the existing state of the organization, values, beliefs and routines of the people there. Many change projects challenge the existing cultur al framework of an organization. Efforts to change such lasting values, however, lead to resistance and denial. More than in technology-related projects (e.g. implementation of new software), it takes the acceptance and the support of all people affected by such projects to make them succeed. It is the change agents task to generate this acceptance in order to implement change with the people, not against them. 15 Key Competencies of Change Agents Despite the multi-faceted and ever changing demands on professionals as change agents, there are definable competencies that can be understood and learned. the successful change agents have the ability to: Diagnose problems Understanding both the business drivers and the organization well enough to identify performance issues and analyze their impact on short and long term business results Build relationships with clients Forming partnerships with mutual responsibility for the outcomes of the change effort. Because the risk is higher than with most other HR roles the level of trust required is much higher. Management consultant Ric Reichard uses a simple formula to describe the issues which are usually at play RISK Often the client and the change agent over emphasize one or the other (competency or relationship) especially when the risk increases while the challenge is to balance both to achieve the necessary level of trust. Ensure that the Vision is Articulated Interpreting the hopes and motivations of the workforce through the Vision statement. Set a Leadership Agenda Defining the ongoing role for leaders, such as communications, role modeling, reinforcement of desired behaviours etc. This requires the HR executive to understand intimately the dynamics, history and competencies of the leadership team and to have the tenacity to insist on the agendas accomplishment. Solve Problems Recommending solutions, a common expectation of HR professionals is not the same as solving problems. When it comes to the change agent role, the problems encountered are often loaded with emotional and political dynamics. The change agent must possess the insight to recogn ize the problem, the sensitivity to see its importance to those involved, the courage to take honest and often difficult measures to resolve it and the credibility to be heard. Implement Plans to Achieve Change Goals Successful organizational change on any significant scale can be attributed to the right strategy and appropriate change in organization culture. Culture change, in turn, relies heavily on aligned and supportive people policies, systems and processes. In short, the implementation plan is an HR plan for both the HR function and for management. Complementing the competencies identified above, we would add the following as essential for effectiveness as a change agent: superb communications ability in all directions knowledge of the business; products/services and core work processes keeping a business perspective both macro (mission/vision) and micro (what line managers cope with) planning and project management skills ability to tolerate ambiguity managing resistance risk taking managing conflict It is apparent that these are a blend of personal attributes and developed skill sets. A change agent working at the strategic level cannot be effective without them. Having a clearly articulated competency model for the change agent role is one thing; acquiring the knowledge and skills to function effectively in this role is another. Effectiveness in any role is a combination of competence and confidence Following are four elements that are essential in developing both: Education and Training Formal education and training that is comprehensive enough to really equip an HR professional for the change agent role is quite limited in this country. However, several Universities, such as University of Toronto and Queens University are now offering change management programs within their Executive Development divisions. These range from 3 days to 15 days of professional development sometimes with a practicum component. Practice Opportunities Five years ago we would have encouraged HR professionals to find some neutral territory for practicing their new skills. Today this is clearly impractical as organizations demand that the skills be put to use immediately. The change agent is not exempt from this reality but the practicing is often more visible and the risk higher than in other aspects of the HR role. This is where the next two elements come into play. Feedback Reflection Good judgement comes from experience, experience comes from bad judgement the simple (however painful) truth in that expression is familiar to everyone The most important thing you can experience as a change agent is not success. Nor is it failure. It is honest feedback about your performance and impact and the time to reflect on and learn from it. Support System For executives functioning as change agents, there is often no one inside the organization to talk to. The issues are often too strategic or too sensitive to discuss openly. A support system should include people who know the nature of your work and the satisfactions, stresses and risks associated with it. One of the most important people in your support system will be the colleague whom you can count on to challenge you, help you see your shortcomings and follow-up on what specifically you are doing about them Objectives 1. Sensitivity to changes in key personnel, top management perceptions and market conditions, and to the way in which these impact the goals of the project. 2. Setting of clearly defined, realistic goals. 3. Flexibility in responding to changes without the control of the project manager, perhaps requiring major shifts in project goals and management style. Roles 4. Team-building abilities, to bring together key stakeholders and establish effective working groups, and to define and delegate respective responsibilities clearly. 5. Networking skills in establishing and maintaining appropriate contacts within and outside the organization. 6. Tolerance of ambiguity, to be able to function comfortably, patiently and effectively in an uncertain environment. Communication 7. Communication skills to transmit effectively to colleagues and subordinates the need for changes in the project goals and in individual tasks and responsibilities. 8. Interpersonal skills, across the range, including selection, listening, collecting appropriate information, identifying the concerns of others, and managing meetings. 9. Personal enthusiasm in expressing plans and ideas. 10. Stimulating motivation and commitment in others involved. Negotiation 11. Selling plans and ideas to others by creating a desirable and challenging vision of the future. 12. Negotiating with key players for resources, for changes in procedures, and to resolve conflict. Managing up 13. Political awareness in identifying potential coalitions, and in balancing conflicting goals and perceptions. 14. Influencing skills, to gain commitment to project plans and ideas form potential skeptics and resisters. 15. Helicopter perspectives, to stand back from the immediate project and take a broader view of priorities. Source: D. Buchanan D. Boddy: The Expertise of the Change Agent: Public performance and backstage activity. Prentice Hall. 1992 Task 2 Reflecting upon my own attitudes values and behaviour I have identified the areas of change required to be an effective change leader. To become such I need to focus on all factors describe in task 1 .In addition to that I need to have full knowledge of the organization and the staff frame of mind working there including its market customer and relationship. There is always more than right solution so I must be able to evaluate facts from different view eg from customer and competitors point. To motivate and guide the staff to become effective change agent I need to focus on their behaviour and attitudes towards their role in organization. Should be able to find out who can be assest to company doing so and how. Task 3 Plan of action to maintain effectiveness as change agent is outlines below: Communication: Communication with possible change agents is necessary via meeting to find out their action plan and goals for future. To find out in what ways can staff and units will be more productive and welcoming. Are they looking at different ways to handle most difficult clients for better outcomes? The solution here would be to focus not only handling these clients but to reduce stress on overall staff solving the clinical issues. Address the work Change Agents are doing in their productivity plans. Some change agents will take one to two weeks or less depending on interest, motivation and time. More than likely supervisors will want to adjust productivity time based on performed work. So change agent here should know exactly what is needed in order to meet the productivity requirements. Meetings: It is important for change agent to attend monthly and quarterly meetings to have an idea on obtaining training around the made action plans and to know how to implement at work scenario. Beside these change agent should Educate staff on strategies, customer care, assessment etc. Participate in case discussions about re-occurring disorders. Provide updates and training to the staff. Create the implementation of Action plan/policy to improve general quality of the service. Task 4 Any changes made in the organization must be integrated with other business and management disciplines. Integration primarily occurs in one of two ways. First, introduction of the importance of change management and second making a commitment to build change competence and utilizing changes on every project as an standard practice. When change management is started at the beginning of a project, the activities can be fully integrated. The first step will be to develop a change management strategy based on the characteristics of the particular change and the attributes of the organization that is being changed. Change readiness assessments will help you decide on your strategy and how you will customize the change management plans you are going to develop. The following steps describe below will give a clear picture of how integration should be carried out. Start phase Define objectives and project benefits with project sponsor Set the timeline and milestones Initial budget preparation Team selection and team building Define communication system within the project Identify the main stakeholders and members of project holding committee Planning Make draft of the plan Review with sponsor Finalize the plan Schedule first meeting with committee Prepare presentation for committee and review it with sponsor Data collection Gather all data collection requirements Delegate responsibilities among team members Conduct managers and employee interviews Conduct customer surveys Identify main competitors and non competitors Prepare all research report Again prepare presentation for committee reviewing with sponsor. Design solution Review all detail of the findings Define principles and concepts for the future Create documents for system and technology requirements Define the change required and the new roles and responsibilities Make a draft of solution design and finalize Prepare presentation for meeting with key committee and sponsor Gap analysis Conduct gap analysis between as-is and to-be phase Determine cost savings and revenue growth from new solution Also estimate for system and technology Implementation cost for project should be clearly estimated Outline business case for new design and compare with initial objective and ensure the alignment With accounting group review the financial calculation. Involve the committee and sponsor in the final review of project Solution development Buy the required system and technology Conduct the trial Collect feedback Detail job description is needed and review with HR and legal department Training requirements should be defined and curriculum should be develop. Solution implementation Develop control process Train new employees on new process and tools/systems Collect employee and manager feedback Modify the solution according to feedback If any issues arises during implementation process track and resolve. Ensure the alignment with business strategy Measure the performance outcome and compare Conclusion Change management can be applied to many types of business improvement programs from radical changes like BPR, mergers and acquisitions or new product releases to incremental changes like continuous improvement processes or Six Sigma. Change management is the process and tools such as communications, sponsorship, coaching, and training and resistance management plan for addressing the people side of change. Change management is not an event it is a process of helping individuals understand, internalize and support a change.

The Eight Step Decision Making Process - 991 Words

1. Outline the eight-step decision-making process, as described in your text. 1. Identify a Problem: †¢ The choice making procedure starts with the presence of an issue: A disparity between a current and fancied situation. †¢ Illustration: An old machine that has created progressing mechanical issues, bringing about breakdowns and higher expenses. 2. Identify Decision Criteria: †¢ Decision criteria characterize what is significant in settling on the choice. †¢ Managers figure out which criteria are applicable in settling on the choice †¢ Examples: Price, rate, force, simplicity of operation, clamor, security, accessibility, dependability and administration 3. Allocate Weights to Criteria: †¢ Establishing needs: If the choice criteria are not similarly imperative, they must be weighted altogether of significance and need. †¢ Normally, numerical weights are appointed, maybe from one to ten. †¢ Different chiefs will appoint distinctive weights to their choice criteria. 4. Develop Alternatives: †¢ All the practical options are analyzed, in view of the choice criteria. †¢ There is no endeavor to assess choices, however just to show them. 5. Analyze Alternatives: †¢ Each option is dissected, by applying the criteria. †¢ The criteria in every one of the choices are totalled, permitting an observational correlation. †¢ Different leaders might diverse choices and measure every option in an unexpected way. Not everybody has the same choiceShow MoreRelatedThe Ethics Of The Graphic Design Shop Essay1169 Words   |  5 Pagesdesigner has a way to â€Å"cheat† and get the resource free without purchasing the license for commercial user. We will be using the eight steps of ethical decision making. Once the steps have been applied, we will compare our original decision to the decision reached by using the eight steps of the ethical decision process. Step One is to gather all the facts about the decision. This includes not jumping the gun about the situation (Douglas R. 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Strategic Management in Oil and Gas Firms

Questions: As the search for rare resources becomes increasingly risky and expensive oil and gas firms have to use different strategies to maintain their place in a competitive sector. 2013 saw a continuation of the growing joint venture trend between NOCs and IOCs for international exploration (Global Oil and Gas Transactions Review 2013, EY Review, 2013)You have been tasked with evaluating a joint venture in the energy sector. In this concisely written report you are required to provide specific information and analysis about the chosen joint venture.The report should be done so in the following way:Introduce your report and provide specific reasons as to why you have chosen this particular joint venture to analyse (20 marks)Critically analyse the drivers for, benefits of, and potential issues with, the joint venture.Provide two key recommendations for the firms who are involved in this joint venture and rank these in order. Give reasons for your rankings Answers: Introduction Oil and gas organizations focusing on adoption of different strategies as exploration of scarce resources are becoming increasingly risk as well as expensive. In order to maintain a competitive position in the oil and has sector, joint venture is considered to be an effective strategy for international exploration. The economy of Russia is significantly dependent on the oil and gas sector. According to U.S. Energy Information Administration (EIA) (2015), it is the second largest producer of dry natural gas of the world. It is the third largest fuel producer of liquid fuel. It has been estimated than the revenue generated from hydrocarbon, oil and gas contributes more than 50% of the federal budget revenue in Russia (U.S. Energy Information Administration (EIA), 2015). British Petroleum (BP) is one of the leading oil and gas organization of the world (Bp.com, 2015). Since 1990s, BP has been operating in Russia for enhancing international exploration activities. Joint ventures assist t he partners with distinct strength and capabilities in achieving a mutual goal through bringing the partners together. BP had entered in the Russian oil and gas market for capturing significant market share and enhancing their production. In 203, BP embarked into a 50-50 joint venture with Tyumen Oil Company (TNK) in Russia. This paper will focus on analyzing the joint venture by identification of the key drivers of this joint venture, major benefits of this venture and discussion of the potential issues in this case. At the end of the study some recommendations have been provided which can assist the partners in resolving the major issue for maximizing the synergy of joint venture (Ekin and King, 2009). Discussion This section will focus on identification of the major reasons and objectives behind the joint venture of BP and TNK in Russia. Joint ventures are one of the most significant and effective way of entering to the international market. Moreover, the major advantages obtained from this joint venture will be included in this section. Additionally, the potential issues confronted by the BP TNK joint venture will be discussed. Drivers of Joint Venture In 2003, BP entered into a formal contract by signing an agreement for investing 6.15 billion USD in a joint venture for producing oil and gas in Russia (KISHKOVSKY, 2015). BP is the third largest company in the international oil and gas sector and adopted joint venture as business expansion strategy (Zahra, Ireland and Hitt, 2000). The joint venture of BP with TNK has been approved by the Russian government. The deal focused on creating a new oil producer and becoming the largest multi-national company in Russia. This joint venture had included the existing Russian assets held by BP (TIMMONS, 2003). One of the major driving forces of this venture is BP focused on expanding its business activities in the international market and joint venture with the company based in the target foreign market will helps in better insight regarding the market. Additionally, in case of joint venture, BP can easily get an access to the new market and its distribution network. Equal participation of the partners in the joint venture capitalizes unique capabilities of the partners for achieving mutual goal (Hill, 2009). Both the organization had focused on the idea of capitalizing synergy which will significantly contribute in growth of both the organization. In this joint venture, BP had shared its technical knowledge along with market power. On the other hand, TNK significantly contributed through identification of the large oil reserves in the Siberia (Ekin and King, 2009). This joint venture also has an important political implication which must be considered as one of the most important driving forces of the BP TNK joint venture. In Russia, Britain has become the largest source of foreign investment after this strategic move of Britain (Macalister and Hollingsworth, 2003). Former Prime Minister of Britain, Mr. Tony Blair had referred the deal as a concrete testimony to the long term confidence of UK in Russia. BP had identified that the energy sector of Russia is an attractive area of investment. Moreover the enhanced accounting transparency and firm corporate governance practice in Russia has led to the joint venture (Macalister, 2003). If Russian perspective is considered, it can be found that, the nation requires significant foreign investment for tapping large reserve and building the pipelines as well as other infrastructure and facilities in the oil and gas market (TIMMONS, 2003). Advantages of Joint Venture of TNK BP Joint venture of BP and TNK can be critically analyzed by considering various aspects. Different studies have indicated that the joint venture of TNK BP has been beneficial in various aspects. On the other hand, it is evident that TNK BP had encountered various issues in operating in Russian oil and gas sector. This section will focus on highlighting the major advantages of joint venture in case of TNK BP. The operational activities of TNK BP had been effective and it generated substantial profit. TNK BP had become third largest vertically integrated oil and gas Company of Russia. During the period 2003 to 2012, the joint venture had been able generate more than 55 billion dollars. Hence, it can be stated that the joint venture of TNK BP has been successful (Bp.com, 2015). According to the analyst Michele della Bigna from Goldman Sachs, the joint venture has provided ample opportunity to BP for gaining access to a prospective new frontier area. BP could not get a direct access for undertaking exploration activities in Russia as a non-Russian company. Hence, this venture has provided significant growth opportunity for international expansion of BP (the Guardian, 2011). Significant risk is associated with international business expansion. However, selection of joint venture as the entry mode strategy in the international market assists in minimizing various risk factors. When a company considers integrating its business operation in the foreign market, it must consider the political risk. It is associated with the changes in political power which has considerable impact on the operational activities in the business. Implication of policy change and change in legal framework must be considered by the foreign investor. As TNK has been operating in the domestic market, it will be beneficial for the joint venture. The political and legal issues can be better dealt by the Russian partner. Additionally, joint venture of BBP and TNK has contributed in growing the business faster through enhancing productivity as each partner shared its unique expertise and strengths for maximizing the synergy (Killing, 2012). The joint venture has offered BP, better access to the Russian market as well as the distribution network. In this joint venture capability of BP and TNK has been capitalized which assisted in enhancing the capacity of the new organization. Cost as well risk of international business integration can be shared with the partner. This is the major advantage for both BP and TNK (Child, Faulkner and Tallman, 2005). The energy sector of Russia has been achieving significant growth and it has large oil and gas reserve. In order to tap the reserves, Russia needs assistance from the foreign investors who can invest in developing infrastructure and facilities for the oil and gas sector of Russia. The joint venture also allowed foreign currency inflow which has a positive implication for the Russian economy. Thus, the joint venture has significantly contributed in the energy sector of Russia. Russian government has provided support to BP for making the joint venture success. This joint venture is a political move that has made significant contribution in the economy of the nation. Joint venture of TNK BP has enabled the growth of the firm by ensuring greater access to huge resources which include skilled labor, experts, advanced technology, relevant experience and finance. It has been reported that the company has been able to perform successfully during 2003 to 2012 and the production of this joint venture enhanced by 40% in 9 years of operation. It had proved that SEC reserve had grown by 30% during this period. The technical specialization of BP has been capitalized by the joint venture that helped in achieving excellent result. It has been reported that the joint venture has been able to pay net dividend of 19 billion USD to the shareholders of British Petroleum. The company has paid more than 190 billion USD as tax and duties to the Russian Federation (Bp.com, 2015). The financials of the joint venture clearly depicts the operational excellence and the powerful partnership of BP and TNK. Potential Issues Though TNK BP has experienced significant growth and success during 2003 to 2012, it had encountered major issues relating to the expansion as well as employment policies. In 2012, BP has sold its share of TNK BP to Rosneft. This decision has been triggered by various factors. This section will focus on discussion the potential issue that led to the break up the joint venture in the Russian oil and gas sector. In case of joint ventures there is a significant risk of internal conflict and difference in opinion between the partners. In case of BP and TNK, the joint venture did not work as conflict occurred regarding the operational activity. Currency Risk: Potential risk is associated with currency due to fluctuation in the exchange rate. It is crucial in case of BP as it would require investing lump sum in the project. Political and Legal Issues: In 2011 BP had decided to establish a strategic partnership with Rosneft which is a state oil company in Russia. The strategic alliance focused on the Arctic development. TNK was unhappy about it and it was stated that the activities of BP led to conflict of interest. However, the deal was blocked as it has been claimed that BP had breached the shareholder agreement of TNK BP. Moreover, Russian government focuses on getting greater control over the oil and gas sector. It has been found that the companies not having more than 50% foreign capital could develop new fields (Sorbello and Grandi, 2013). Hence, TNK BP did not have the right to develop new fields. However, BP insisted the Russians to own 50% for developing new field. But the Russians did agree which led to managerial conflict. Therefore, Robert Dudley was forced to step down. The moral hazards and legal conflicts in TNK BP led to the end of the joint venture by selling the share to Rosneft. Internal Conflict: The management of BP had decided to end the partnership due to the bitter public dispute with the oligarch partners (Hulbert, 2012). A confidential source had revealed that the core of the problems was the major disagreement regarding the purpose of new ventures (Amos, 2012). If perspective of BP is considered, it can be found that TNK BP is viewed as a Russian subsidiary of the British oil and gas firm. On the other hand, Alfa-Access-Renovaconsidered TNK BP as an organization with global ambition which reflects that in near future it will compete with BP (Gosden, 2012). The partners have encountered major issues in decision making. Moreover, it has been observed that BP was losing its control over the day to day management. However, temporary peace was achieved when three independent directors were appointed in TNK BP. various events forced BP to take a defensive position. The Yukos affair had influenced the British Petroleum to assume that the business environment in Russia was cha nging in favor of the stated owned business units (Sorbello and Grandi, 2013). Starting from that time, the misunderstanding of the business environment led the joint venture in Russia into an increasing uncertain discontinuity in the activities of British Petroleum along with the major international trials. It has been found that whenever, Alfa-Access-Renovaconsidered expansion of the business activities of the joint venture TNK BP, British Petroleum had used its power or majority in board for opposing it (White, 2011). Recommendations The above sections have clearly identified the reason behind joint venture of TNK BP. It solely focused on capitalizing the synergies for enhancing the performance of partner organization. It has been observed that TNK BP has operated successfully during the period 2003 to 2013. However, ultimately the joint venture did not work and in 2012, BP had sold its share to Rosneft. Some recommendations can be provided regarding the indentified potential risks. BP can adopt an effective strategy for dealing with the currency risk in Russian investment. For counteracting currency risk price hedging will be appropriate (Rugman and Hodgetts, 2003). Political and legal risk seemed to be the major issue in the TNK BP joint venture. It has been found that political interference and breach of agreement has affected the partnership. As it has been affecting the independent business operation of BP, it has two options. First of all, BP can lower its share in TNK BP by partial withdrawal of capital. It will enable BP to develop new fields as the stake will be less than 50%. Major advantage of this strategy is BP will have an access to the oil and gas network. Or else, BP can completely withdraw its stake from the joint venture. However, there will be no scope for negotiation in future (Venkateswaran, 2012). Internal conflict between the partners can be resolved by negotiating. However, it must be considered that negotiation might not work as an effective strategy depending on the severity of conflict. As TNK has reported that there is a conflict in interest, it will be difficult to establish mutual trust and work together. Partial investment will be a suitable decision for British Petroleum. Conclusion This paper has provided an insight to the joint venture of British Petroleum and Tyumen Oil Company in Russia. Analyzing the driving forces of this joint venture, it has been found that BP considered it as a strategy for international business expansion. Russia has large source of oil and gas reserve and in order to undertake exploration activity, Russia requires foreign investment in order to develop infrastructure. It has been observed that in joint venture risk is minimized as both cost and uncertainty of the project is shared between partners. Additionally, joint venture helped BP in having access to the market and distribution network. It has been observed that the operational activities of TNK BP had been effective and it generated substantial profit. TNK BP had become third largest vertically integrated oil and gas Company of Russia. During the period 2003 to 2012, the joint venture had been able generate more than 55 billion dollars. Moreover, some significant issues have bee n identified in case of this joint venture. Potential currency risk, internal conflict between partners and political as well as legal issues has been encountered by TNK BP. Recommendation have been provided at the end of the study which indicates that partial or complete withdrawal of share in the joint venture. References Amos, H. (2012).TNK-BP Denies Owner Conflict's Impact on Production | Business. [online] The Moscow Times. Available at: https://www.themoscowtimes.com/business/article/tnk-bp-denies-owner-conflicts-impact-on-production/462803.html [Accessed 20 Mar. 2015]. Bp.com, (2015).BP at a glance | About BP | BP Global. [online] Available at: https://www.bp.com/en/global/corporate/about-bp/bp-at-a-glance.html [Accessed 20 Mar. 2015]. Bp.com, (2015).BP in Russia | About BP | BP Global. [online] Available at: https://www.bp.com/en/global/corporate/about-bp/bp-worldwide/bp-in-russia.html [Accessed 20 Mar. 2015]. Child, J., Faulkner, D. and Tallman, S. (2005). Cooperative strategy: Managing alliances, networks, and joint ventures.OUP Catalogue. Ekin, A. and King, T. (2009). A struggling international partnership: TNK-BP joint venture.Int. 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Creative Writing-Essay Topics For High School Students

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