Anishinabe peoples and the clan system Essay Example | Topics and Well Written Essays - 1000 words

Anishinabe peoples and the clan system - Essay Example The institutions of social services, justice, community development, property and civil rights, customs law, educational and health services were among the institutions orderly managed by Anishinabe Clan System (Sitting, 2003). The institutions as they were well managed reflected the original values which promoted the well-being of a common man. The system offered a great law which presented both forms of social and political governance clearly. Therefore, people could not contradict in either social or political ideas. The system presented a way of dealing with social and political differences harmoniously. It was an effective system of administering both structure of governance and social order in the society. Furthermore, its spiritual importance cannot be underestimated. It was a system where spiritual policies could be applied when there is a need to reconcile conflicting parties in the society. Through application of its policies and principles, the system continued to function and support all the people and was important in fulfilling their pursuits and needs. Even though, times changed, the clan system continued being strong and became key to the strength of Ojibway people. People could identify themselves with the clan systems. It defined the people’s unity and identity, and at the same time maintained integ rity, personal identity and dignity of the people. The clan System, apart from providing leadership and governance to Ojibway people, it also gave a chance to the people to actively participate in the governance decisions and the concerns of their needs. The people through the Clan System could also actively compel the policies that could derail their rights and freedoms (James, 2007). The governance was well organized and the hierarchy was well defined. Each clan was given a place and designated a role to play in the society. The clan meets regularly depending on the

Bio answeres Essay Example | Topics and Well Written Essays - 750 words

Bio answeres - Essay Example In the same way, the latitude and longitude of northern Minnesota; the source of Mississippi River is 43 ° 34N to 49 ° 23N and 89 ° 34W to 97 ° 12W.  The elevation of northern Minnesota is between 900 and 1100 feet while that of the Gulf of Mexico south of New Orleans is at sea level (0). The change in gradient is zero. Some of the significant tributaries of Mississippi River include Ohio River, Red River, Arkansas River, and Snake River., St. Croix River, Minnesota River, White River, Kaskaskia River, and Missouri River, as well as Des Moines River (Scott, 2010).   The Holocene commenced at the end of the Pleistocene (11,700 calendar years BP), and continues to date. The Holocene consists of the growth and impacts of the human species globally, for instance, all its written history and development of major civilizations, as well as the overall transition towards urban living currently (Walker et al., 2009). The effect of humans of the modern era on Erath together with its ecosystems can be regarded of universal significance for future living species’ evolution. The major events of the Holocene were: the recessation of the Quaternary Ice Age that led to the commencement of the current interglacial, which is the rise of human civilization; formation of the Sahara from the savannah; commencement of agriculture; the Stone Age cultures gave way to the Bronze Age (3300BC) as well as the Iron Age (1200BC). This gave rise to numerous prehistoric across the globe; even though climate has been fairly stable over the Holocene, from 1400 to 1850, t he Little Ice Age caused a momentary cooling in the Northern Hemisphere; due to industrial revolution, the atmospheric carbon dioxide levels increased from about 270 parts per million volume to the current volume of 410 parts per million volume (Roberts, 1998).   The recorded weather data for Houston, Texas for January 24, 2015 predicted

Nissan Change Implementation

Nissan Change Implementation In todays rapidly challenging business environment, it is readily acknowledged that it is necessary for organisation to make changes in order to stay competitive. Change management is vital in an organisation as it act as a way to ensure that business is moving in the right decision which indeed requires proper handling as it relates to human involvement. Many researchers argued that implementation is not solely the end point of a process of formulation but rather the interaction of many interactive and discontinuous factors i.e. management decision processes, environmental and business sector characteristics (Wilson, 1992:49). Before implementing a change, a lot of planning is required to ensure all the aspects of a particular problem are properly identified to avoid uncertainties and ambiguities. Thus, in order for management to have positive consequences, it is vital to identify and analyse the overall impact of the change programme i.e. organisation structure, employees attitude, beliefs and behaviours. The aim of this report is to discuss and evaluate the factors affecting the implementation of change in Nissan Motor Company (Nissan). Background of Nissan Due to huge debt, Nissan built alliances with Renault S.A. (Renault) to ensure the survival of the business. The said alliances benefited both parties in terms of market penetration and capabilities. As a result from the said alliance, Renault obtained an equity stake of over 36% in Nissan and its leader, Carlos Ghosn was appointed as the key person in charge for the implementation of the change. During the transition change, Ghosn met will all the employees from different departments to discuss on the current state of Nissan and the way to move forward. Thereafter, a radical or transformational change plan was implemented in order to ensure the success of the business in terms of profitability. Based on Beers model of effective change strategies, Nissan adopted the combined strategy of Theory Economic (E) and Organisation Development (OD) (Beer and Nohria, 2000). This is supported by Eriksson and Sundgren (2005) conclusion that both theory E and OD should coexist as the success for a change relies in the interface between the two strategies. In Nissan, the application of the E strategy is seen from the implementation of aggressive cost-cutting plan through downsizing, lay-offs and restructuring that is related to the its performance while in terms of OD, it involves the change in having English as the medium of communication in the organisation, setting up of the nine cross-functional teams for generation of ideas and culture change within the organisation which mainly touched on the Human Resource practices that overall leads in creating the capability to sustain competitive advantage. With the said changes in place, Nissan has managed to revive its business to compete in the market and at the present moment is one of the leading automakers in the industry. The implementation of change in Nissan Much literate suggest that implementing change is not an easy process. Although the change is foresee as an advantage to the organisation, there will always be mental rejection from the humans included in the process. Therefore, implementation of change needs to be handled sensitively with a structured approach to ensure the success transition from current to future state. In terms of Nissans implementation, it is classified under the blue print change (Hayes, 2010:427) as the final result is known i.e. Nissan to be profitability and be one of the top auto producers in the industry which Ghosn was able to formulate a clear plan of action in achieving the said vision. Factors affecting the implementation of change in Nissan Organisations readiness for change Readiness for change is believed as one of the key factors leading to a successful implementation of change. It was noted that one half of all unsuccessful organisation change efforts failed due to lack of readiness for change (Kotter, 2007). Refreeze Move Unfreeze Figure 1: Lewins three step change process Drawing on Lewins three step stage model of change, it clearly explains the importance of successful implementation of change by unfreezing the current situation followed by adaptation of the current changes which leads to new behaviour and norm (Hayes, 2010:29). The unfreezing stage creates a situation for readiness for change through motivation in terms of the companys clear vision which is seen attainable in the future that consequently increase the employees level of confidence in accepting to the need for change. Once the alliance took place, Nissan minimises barriers to change by maximising the opportunities of a change effort which are accentuated in the unfreezing process. All changes have been well planned in a short span of time. Meanwhile in the moving stage, change has been recognised and acceptance of change has taken place in the workforce. As everyone in Nissan is aware on the urgency for a change, it has automatically built a powerful coalition between management and employees. Beer et al. (1990) highlights the importance of coordination and teamwork especially for companies acting the change process in relation to cost, quality and product development opportunities. Self and Schraeder (2008) conclude that positive perception to a change is due to the visibility of support and commitment while the negative perception is due to visible lack of support or inconsistent behaviours of the management. Due to the positive acceptance in Nissan, Ghosn has managed to restore and reinforce th e new changes in the company in the refreezing step. Based on Kotters 8 step change model, the success of the transformational effort depends on the right action at each stage. Establishing a sense of urgency is very important step as it defines the current state of the company. It was argued that the need for change will only occur until a clear and present danger is recognise which need something to be done in ensuring the viability of the company (Self and Schraeder, 2008). Not only management demonstrate the need for change but must also provide indication that the requirement of a change is the right decision made for the company (Self and Schraeder, 2008). Readiness of change is a key to ensure a successful implementation process of change as when the level of readiness is high, employees are likely to initiate change with greater effort by displaying more cooperative behaviour that will result to more effective implementation. Nissan was in bad shape before the alliance exercise due to its financial position and needed a solid strategy to ensure the viability of the business. Hence, the sense of urgency has been established at the highest priority with the support from the management. Kotter (2007) indicate that to ensure the success of the change, it is important to obtain 75% of the companys management in supporting the change effort or otherwise the transformation process could not succeed and the long term future of the company is in jeopardy. As there is a sense of urgency for change, a leader must promote change by creating vision (Kavanagh and Ashkanasy, 2006). Kotter (2007) highlights the importance of a clear vision as it is needed in guiding people through a major change which leads to a reduction of error rate that determine the success or failure of the implementation. It is argued that vision is not based on originality but on how well it serve the interest of important constituencies such as employees and stakeholder (Kotter, 2001). Therefore, a vision needs to be clearly defined with development of strategies in order to direct the change effort. The said vision will assist employees to understand the reason for the change. According to Kotter (2001), aligning people to a shared vision by communicating the new direction will help in creating coalitions which consequently draw the importance of the vision by committing to achievement. Kotter (2007) indicate that by not having a sensible vision, it will dissolve t he transformation effort as it creates confusion that leads the company moving in a wrong direction. This is supported by Kotters (2007) finding that most companies have sense of direction but it is to complication to be useful and consequently result to a failure in managing change. For Nissan, the main vision for the alliance exercise is to turnaround the company from a loss to profitable business while maintaining the companys identity and self esteem of its employees (Ghosn, 2002). The vision is clearly stated which is align with Kotters (2007) suggestion on the important of a vision. Organisation culture Many researchers highlight that culture is one of the important key aspects to be considered for the implementation of change. According to Smith (2003), culture in an organisation is not only related on how things are done but the set of values, beliefs, customs and systems that are build uniquely in the organisation which differentiate one with another. To change the culture in an organisation is not an easy tasks as usually employees are comfortable with the job and organisation and as a result they are resistant to change. Burnes (1992:291) suggests that in approaching cultural change, a more considered and organisation specific approach should be adopted. For a company to implement a change, comparison between strategic significance (the importance of the companys future) of the cultural resistance needed to be analyse to ensure the success of the implementation change process (Schwartz and Davis, 1981). The process relies heavily on managerial judgment as decision are made with degree of certainty whether to ignore, manage and maintain the existing culture to fit he change environment. Hence, steps are taken to identify the degree of cultural risk involved in the change process that overall has an impact to the companys culture and vice versa. Nissan is a company based in Japan with strong build culture in the organisation. It was difficult for the employees to accept the changes particularly in reward and progression system i.e. from seniority to performance based. It is the culture of Nissan to ensure that all employees have a lifelong career in the company which certainly create the culture of complacency that impacted Nissans competitiveness. Meanwhile, another culture problem faced was the organisations inability to accept responsibilities of which having a culture of blame. Ghosn has observed that all the said factors have contributed to Nissans performance which requires a radical change process. It is noted that Nissan adopted Schwartz and Davis suggestion as mention above wherein the companys culture was change ultimately to ensure the success of the change implementation. During the change process, employees were given a period of one year to change their attitude and to adapt to the changes accordingly. The chan ges implemented have affected the employees work orientation in terms of resistance to change as it was foresee that their particular job was at risk. The impact of resistance to change has been aversely discussed and many researchers highlight that it is the most significant threat to the success of implementation to change (Lines, 2004; Self and Schraeder, 2009). The expectancy theory clearly indicates that individual consciously choose course of action based upon perceptions, attitudes and belief which result to desires in enhancing pleasure and avoiding pain (Hayes, 2010:195). In order to avoid this to happen, awareness for changes need to be communicated to the employees through a clear vision and well defined strategy to ensure the effectiveness of the implementation process. Kavanagh and Ashkanasy (2006) suggest that particularly for culture change, active engagement of the top management is required to ensure the effectiveness of the change. Management plays a vital role in supporting the change as they set as a leader whereby employees will adhere to the changes faster. This can be effectively done by showing the implication of the change to the organisation in terms of profits, productivity or quality work life. For the case of Nissan, a clear focus on the companys priorities and plan and successfully executed accordingly with the backup of a good leader. Transparency was built as a new culture in the organisation as it allows others to provide ideas rather than only top management. This as a result leads to a consistency between how the organisation operates in thinking and doing its daily operations. Level of communication Another important aspect in implementation change is communication as it has an important impact to the success or failure of a change programme. It plays a vital role in the change process as it allows leaders to create a shared sense of direction, establish priorities, reduce disorder and uncertainty as well as facilitating learning (Hayes, 2010:177). In having a good communication, leaders need to ensure that all communication channels will provide information sharing that allows accurate absorption of relevant information by employees. Employees need to be constantly aware on the changes as they contribute to the success of the implementation of change. Meanwhile leaders on the other hand should continuously collect feedback by interacting with employees as well. As a result, organisation will look forward for a successful outcome in the change implementation. Clampitt et al. (2000) indicate that communication strategy has a huge impact on how events will be remembered which in turn shapes employees response. The environment for communication should be open and supportive to enable employees in sharing their concerns, frustration and need without fear of revenge which will lead in building the credibility of the company for a better implementation process (Self and Schraeder, 2008). Meanwhile Abrahamson (2000) suggest that dynamic stability plays a vital role in communicating change implementation as it suggest carrying change by involving elements within an organisation by engaging employees gradually. It aligns the overall concept of change as employees are aware on the proposed changes while management collects feedback by interacting with employees. The application of dynamic stability will allow organisation for a successful outcome in change implementation. When the change process took place, Nissan adopted underscore and explore communication strategy wherein the message was conveyed to all level of employees all across the company in order to get employees aligned with companys goals. This is supported by Clampitt (2000) findings which indicate underscore and explore is the most effective communication wherein it combines two strategies together i.e. tell and sell strategy; and identify and reply that allows managers to shape the change outline and allow reaction from the concerns of employees. Ghosn reiterate that the success of the company relies on the employees and as a team all employees should work hard in aiming to achieve the targeted goals. Despite pouring all the information, Nissan listens to the employees concerns and in fact created a new way of communicating through email. The said method reduces ambiguity and provides a clear picture on how the change will develop a better future for Nissan. Employees are likely to acce pt the pain of change if it clearly shows how their contribution affects the future gains. It is a norm that people expect something in return for the sacrifices made in the foreseeable future. Moreover, Kotter (2007) points out the effect of communication both in words and behaviour are the most powerful form which nothing undermines change more than behaviour by individuals that in consistent with their words. Role of leadership Kotter (2007) indicate that by definition, change requires creating a new system which sequentially always demands leadership. The role of leadership in change management includes creating a vision, aligning relationship around the vision and inspiring others to achieve the vision (Hayes, 2009: 117). In implementing change, a leader plays a key role in shaping the success of the change process which is in line with Beer et al. (1990) suggestion on the role of a leader in mobilising the initial commitment as a step to begin for the change process. Evidence from literature indicates leaders role in the change process wherein it have an impact to the success of change through the linkage between both leader and follower behaviour (Higgs and Rowland, 2005). Ghosn is considered as a transformational leader as he brought changes in the company and the effect of the changes is sustained under his leadership style. Studies have indicated that transformational leaders are able to realign the employees values and norms by promoting both personal and organisational changes which indeed enhance employees ability to accept change (Kavanagh and Ashkanasy, 2006). Ghosn leadership is not based on the Japanese style but rather applying the multicultural experience that enables him to embrace culture differences and building on them. This is considered one best way to manage change as studies have found that a flexible, loosely applied culture based on some diversity and possibly involving the existence of number of subcultures is prove more effective (Kavanagh and Ashkanasy, 2006). For a change to take place, leaders need to convince people on the necessary of the change which usually need a strong leadership and visible support from the management. Kotter (2007) indicate that managing the change is not enough, as leaders have to lead the direction in ensuring the implementation of the change. One of the changes made from the alliance exercise was the implementation of a new management style by setting up a nine cross functional team which the main objective is to achieve the goal for Nissan Revival Plan and business commitments. With the new management style, teams are given three months to review their operations and come up with recommendations for profitability and growth. As a result, it brought employees into a new organisation context through new roles and responsibilities that consequently create a situation that forces new attitudes and behaviour on employees in accepting the need for change which is supported by Beer et al. (1990) as the most efficient way in changing behaviour. Based on findings, it is noted that most successful cases in change relies on powerful coalition in the company (Kotter, 2007) as it is influence by the nature of work environment and organisational culture of which leaders could affect the employees attitudes in working towards change and motivation (Kavanagh and Ashkanasy, 2006). The new functional team have allowed employees to think in a different perspective which leads to the mechanism in explaining the necessity for change across the entire company. Ghosn as a leader incorporate the values of team work in Nissan to ensure all employees are dedicated to the shared vision in building urgency and momentum around the need for change. The requirement of more coordination and teamwork between functions and business units is identified as one of the key factors in implementing a change which is supported by research findings where there is linkage between leadership behaviours to the activities involved in implementing change (Higgs and Rowland, 2005). Proper planning and coordination for the change Literature indicates that successful implementation of change is a difficult goal (Higgs and Rowland, 2005) and often flounders because of improperly framed by management. Finding from a survey with organisations indicate that 66% has agreed that one contributing factor for the implementation problems is ineffective coordination of implementation activities (Alexander, 1985). Leaders have a very important role in the selection and planning of a suitable management approaches as proper planning needs to be carefully identified to ensure a strong foundation which leads to an easier process of implementing change. Goodman and Rousseau (2004) indicate that time is key factor in organisational change but it is always neglected due to performance driven results. It takes time for ensuring a success of change as rushing and expecting too many outcomes will lead to failure. It is agreed that organisation is more effective when components such as structure, technology, systems and people are aligned with each other and when there is a good fit between the organisation and the environment (Hayes, 2010:305). In implementing change, action taken for the change should be identified to determine the flow of changes to ensure the outcome of the change process. Goodman and Rousseau (2004) suggest that it will help organisation to understand the lag between change and results by paying attention to feedback cycles which allows identification on mistakes as well as recommendation action for improvement. Planning should not only include the aspect of the results but to also determine the obstacles for the change to materialise. Goodman and Rousseau (2004) suggest that change intervention allows the increase of knowledge sharing for a better result performance where it reduces time for a given engagement that will result to faster outcome on the result. It is noted that knowledge system is widely used due to its beneficial functions such as positive feedback on a change as it improves in performance. However, it is argued that knowledge exist in the organisation but is not properly used that affects the coordination of the implementation process. For Nissan, the company has indentified the main problem of the company and tried to apply a new set of actions in a different manner which in line with the double loop learning process. Argyris (2002) indicate that double loop learning take place when errors are corrected through exploring the possibility in doing things differently. Information sharing will increase the knowledge of the employees which can be adapted through a learning process that allows a collective ability to act more effectively in an organisation (Hayes:2010: 322). Moreover, creating a new learning experience will allow companies to build its competencies as it is related to detection and correction of errors (Argyris, 2002) which is associated with continuous improvement. Hayes (2010:308) indicated that most literature in organisational learning focuses on the acquisition of knowledge, the recognition of its potential and its application to improve organisational performance. Based on Nissan case, it is summarise that the key to implementing change is a continuous improvement built in terms of information between people and processes, combination both business and human dimension towards shared objectives. Despite identifying the need of organisational learning, it is feasible for companies to plan a systematic training approach within the organisation as change is related to individual change. Change will need employees to think and behave in a different way and it is vital for organisation to provide the knowledge and skills to ensure the success of the change. Hayes (2010:350) indicates that training and development enables company to align between competencies of the employees and leaders as well as the task and structure of the system. Conclusion Managing change successfully has never been an easy task and can neither be problem free. Buchanan et al. (2005) summarised the related factors influencing the nature and outcome of change are such as individual, group, organisational, social and political. Therefore before any change takes place, it is important for a leader to properly analyse the implementation of the organisational change in order to determine the extent for the change that will benefit both organisational performance and employees. From the Nissan case, it was observed that one of the main lessons learn from the implementation of change process is the clear focus set by Ghosn wherein a clear plan is executed based on priorities. Ghosn brought in clear vision by altering the core organisational process with the nine cross functional team. Moreover, factors such as having a high urgency level for the need to change and a strong guiding and powerful coalition has managed Nissan to motivate the employees while creating an environment that accept change and subsequently sustaining the companys competitiveness. Based on the Nissan performance after the alliance exercise, it is concluded that the company is able to sustain its change due to these aspects of organisational readiness; fit with the competitive strategy, managerial values and internal power distribution and the values and power of key stakeholders (Buchanan et al., 2005).

The Impact of the Electric Guitar on Music Essay -- Exploratory Essays

The Impact of the Electric Guitar on Music Everyone has moments when they feel as if they have found the wrong place. Now, it was time for one young gentleman to partake in one of these moments. A salesman had an appointment for a meeting with a wealthy man, yet he found himself wondering if he had arrived at the correct office. This was supposed to be a millionaire’s office, yet as he looked around the room, he saw no leather couches or expensive desks. In fact, the room was sparsely furnished, and had no carpeting. There was a desk, a rather common one that was too cluttered with blueprints and assorted papers to recognize, anyway. Also cluttered, a metal bookcase was in the corner, covered with speaker parts and catalogues. This enormously wealthy man even saved a disposable Styrofoam cup, which was sitting on his desk with his name labeled on it. Still hoping to find the owner, the salesman peeked in a back room, where he found nothing but dust, drills and punch presses. The man exclaimed, â₠¬Å"Maybe it was the room down the hall† as he turned around. With this turn he bumped into the father of the solid-body electric guitar and the man he had been looking for. Mr. Fender then responded with a whole-hearted, â€Å"Can I help you?† (Wheeler, 1982, pp. 42-43). The sought after executive was a man named Clarence Leo Fender, who was responsible for the first successful mass marketing of the solid-body electric guitar. However, it was an innovation that came after people were already using the electric guitar. For years before Fender’s success began in 1948, hollow-body electric guitars had been produced and used by top names in the guitar business, such as Lonnie Johnson, Eddie Lang, and Blind L... ... in American life. Smithsonian Productions. Retrieved December 21, 2001, from http://www.si.edu/sp/onair/guitar1.htm. Mongan, N. (1983). The history of the guitar in jazz. New York: Oak. Pareles, J. (2000, November 12). The humble instrument that conquered the world. New York Times, p. 1, sec. 2. Romana, H., Gustafson, G., Purse, B., & Daft, M. (1998, March). Guitar: Past, present and future. Music Educators Journal, 5, 84. Retrieved December 18, 2001 from EBSCOhost Database. Thompson, A., Levy, A., Ellis, A., & Fox, D. (1998, December). Legends of the Paul. Guitar Player, 32, 106-123. Retrieved January 4, 2002, from Proquest Database. Waksman, S. (n.d.). Instruments of desire: The electric guitar and the shaping of musical experience. Cambridge: Harvard. Wheeler, T. (1982). American guitars: An illustrated history. New York: Harper.

Overview of Marketing and Branding Products of Bharat Petroleum Corporation Limited Essay

The correct usage of these Lubricants of right quality ensures prolonged and trouble free vehicle operation, providing maximum benefits to the users of present day modern vehicles. Overview In line with the economic liberalisation in India, Lubricants was the first downstream Petroleum product to be totally deregulated with effect from 1991. Since then a large number of players – National, MNCs as well as Global Players – have entered the Indian Lubricants market. Despite operating in a totally competitive environment, BPCL’s Lubricants SBU has been registering a growth in lubricant sales continuously over the past couple of years. In 2007-08, an overall growth of 10% has been registered, with a healthy turnover of Rs. 1680 crores (approx USD 350 million). In 1998, we re-launched our Lubricants in new attractive packs, mainly in Automotive category with three major brands depicting each segment- Mak for Diesel Engine oils, Automol for Petrol Engine oils and Glide for Two/Three wheelers(mainly 2T then). In the year 2003, we decided to go for Umbrella Brand-MAK Lubricants, in subsequent years, branded all our industrial grades with MAK. Retail Channel Our core strength is our retail outlet network across the country, this comprises of about 7530 retail outlets. Our Lubes SBU have undertaken various initiatives in co-ordination with Retail Business to grow our sales volume through this channel. Initiatives undertaken by the SBU are setting up of Hero Honda City Works, Tata Authorised Service Station (TASS) and installation of Quick Oil Change Machines at retail outlets. Bazaar Channel With a network of 190 PLDs, 600 MAK Garages and MAK Mobile Vans established to improve reach and penetration in rural and unrepresented areas of MAK Brand, the SBU could reach to the last mile as far as the customers are concerned! We continue to improve our brand visibility across the network and there by increasing our market share across the segments. Industrial Channel Large number of prestigious customers has been added during the year to our already existing prestigious customer list. We are also suppliers of initial engine oil fill to TATA Motors, TVS, and Hero Honda etc. We also hold respectable share of Railway and Defence business. Infrastructure The Lube Plants at Wadilube (Mumbai), Budge Budge (Calcutta), Loni (Delhi) and Tondiarpet (Chennai) have organised themselves as close-knit teams to maximize levels of production and dispatch. The Plant at Wadilube is an ISO 9001:2008, ISO 14001:2004 ;amp; OHSAS 18001:2007 certified Plant. As part of the ongoing improvements in packaging, the new series of packages developed entirely in-house have been introduced. Other initiatives To support the business initiatives, a major thrust has been given to improving BPCL’s product offering and increases its market presence. The new R;amp;D Center at Sewree, Mumbai, has developed a number of new products in the automotive and industrial categories. Towards higher visibility, substantial investments have been made in revitalising the brands through product quality and package improvements. The entire distribution system has been revamped with the formation of Supply Chain Management department to ensure that products are more conveniently available and distinctively visible in the market price. Exclusive branded Lube Shoppe’s have been opened all over the country to improve our reach, as well as many innovative & unconventional methods are being used to create brand awareness especially in the diesel oils segments. Another major initiative has been to reach the products to the rural population through the tie-up with ITC – e-choupal network which has spread the MAK brand across the country in rural areas also. Currently this network is available in Uttar Pradesh, Maharashtra, Rajasthan, and Madhya Pradesh and is likely to extend to other states also shortly. MAK also embarked on another thrust area of enrolling garages across the country in the network of â€Å"MAK Garages† there by providing standardized service across the network. This initiative not only rovides opportunity for the garages to enhance their business opportunity but also provides an assurance to the end customers that their vehicles are getting the right kind of lubricants. Brand Ambassador To promote MAK brand among the youth and improve the brand visibility, MAK signed up M. S. Dhoni as Brand ambassador in the year 2006. The rise of MAK brand in the minds of the consumers as well as market share coincided with the rise of Dhoni also, who today is the Youth icon of the year and also the Captain of the Indian team for all versions of the game – like MAK being the â€Å"Champion of All Engines†. BPCL is confident that it will continue to make substantial and sustained efforts with appropriate investments, synergies business between channels, improve quality and quantity standards, invest in R&D for new product development and aggressively build the brands to result in maximising the value addition for both the business and its customers. Research and Development Vision To create a centre of technical excellence for Product & Application Development through pursuit of knowledge and fostering creativity / innovation to be a pacesetter and achieve cost leadership in petroleum industry. Introduction The Research & Development Centre at Sewree, Mumbai was established in 1983 and recognized by Department of Scientific & Industrial Research, MoS&T. The R&D Centre has highly skilled and experienced Scientists & Engineers capable of developing various types of lubricant products, innovatively, using modern technology. It is equipped with state-of-the-art equipment / facilities for testing of lubricants, greases and fuels besides certain rig & performance tests required for developing new lubricants as well as upgrading the existing products on continuous basis.

1st and 2nd Timothy

INTRODUCTION The pastoral epistles are the letters that Paul wrote to Timothy and Titus in the New Testament. These books include 1 and 2 Timothy and Titus. The title â€Å"Pastoral† comes from the instructional nature of the letters themselves. Timothy was an assistant to Paul during his ministry. He was taught the scriptures as a child by his mother who was named Eunice. Both Timothy and his mother were probably converted during Paul’s first missionary Journey. There is also evidence supporting that Paul led Timothy to the Lord because he calls Timothy his â€Å"son in the faith. [1] Timothy was highly recommended by the Christians in Lystra and Iconium at a young age. Titus was also a minister who accompanied Paul on at least one of his missionary trips. During Paul’s ministry in Crete, he raised new churches that Titus would have direct influence over. These letters are primarily instructions for the general functions within the church. Collectively they pro vide guidelines for all forms of leadership within the local church body. Paul touches on the subjects of women, elders, deacons, and overseers in relationship to authority and function.Before discussing the restrictions and responsibilities of each of these, I’ll briefly provide the historical setting for the pastoral epistles as well as the different views of Paul’s Authorship. Historical Setting These three letters were written after Paul was first imprisoned in Rome at the conclusion of Acts. The order and dates of Paul’s ministry between the release of his first imprisonment and his second imprisonment are not known. It is commonly accepted that he wrote the bulk of the pastoral epistles between A. D 60 and his death around A. D 67 to 68.Most believe that he began writing his first letter to Timothy within a year of being released from prison in Rome around A. D. 63. Paul informs Timothy that he left him in Ephesus so that he could go into Macedonia. Thereà ¢â‚¬â„¢s no evidence that he went anywhere else so he probably began writing the pastoral epistles there. Pauline Authorship Paul’s authorship of the pastoral epistles has been challenged by critics on four grounds. The first is the Historical Argument. This argues that the letters do not fit into the history of the book of Acts. The Second is the Ecclesiastical Argument.This claims that the organization of the local church as taught in these letters is to advanced for Paul’s lifetime. The the third argument is the Doctrinal Argument. This claims that the false teaching attacked in the letters is Gnostic heresy that took place during the second century. This argument also contends that the authors theological outlook is different than the outlook expressed by Paul in his other writings. The last argument is the Linguistic/stylistic Argument. This argues that the authors style, linguistics, and vocabulary differs from the writing in Paul’s other letters. Each of these arguments have recognizable flaws.Apart from those, the external evidence for Paul’s authorship is significant. Early church fathers such as Inatius, Polycarp, and Irenaeus concerned them as written by Paul. The evidence both internally and externally appears to supports the Pauline authorship of the Pastoral Epistles. NATURE OF LEADERSHIP IN SCRIPTURE Servant Leadership Jesus completely turned the table when there was no servant to wash feet as was custom. Under normal circumstances, a servant was expected to wash the dirty road-worn feet of guests. In John 13:1-17 Jesus provides his disciples with an excellent example of leadership.Jesus humbled himself to a position of servitude and washed his disciples feet. He says in 14-15, â€Å"Now that I, your Lord and Teacher, have washed your feet, you also should wash one another’s feet. † The most effective leaders are those people who are servants to others. Servant leadership is a leadership style that has g ained a large amount of popularity in recent years. [2] Jesus modeled it perfectly in this example. Jesus got on his knees and washed the dirt of His disciples feet even though this act of kindness was customarily views as custom fit only for servants.Philippians 2:5-11 says, â€Å"Your attitude should be the same as that of Christ Jesus. Who, being in very nature God, did not consider equality with God something to be grasped, but made Himself nothing, taking the very nature of a servant, being made in human likeness. † Christ was the ultimate example of servanthood. In his book The Leadership Genius of Jesus, William Beausay says, Servant leadership was the core of Jesus’ style. We see it reflected in the actions of his followers. His disciples were not docile little robots. They often asked him for help.They needed guidance and clearly felt comfortable approaching him for personal support. † (Beausay 23)[3] Jesus He, being God, humbled himself to the point of death on a human-made cross and showed us a perfect example of want it means to be a servant leader. All the pain He endured was for our sake. Paul, the author of the pastor epistles, understood this importance in leadership and lived in a way that showed servant leadership qualities. Not only did Paul write to train and instruct the early church, but he preached the gospel boldly and was persecuted for his devotion.Ultimately, he was more than likely killed for his faithfulness to God. It is from this perspective that Paul instructs the early church leaders in the pastoral epistles. Responsibility To Teach Paul makes it clear in Ephesians 4:11-12 that God has directed some as evangelists, pastors, and teachers. He writes that the purpose of this is â€Å"for the building up of the body of Christ. † He also writes in 1 Timothy 4:13, â€Å"Until I come, devote yourself to the public reading of Scripture, to preaching and to teaching. To devote oneself is to give up everything for that one cause. It doesn’t take much research to see that our society does not like responsibility nor do we tend to enjoy accepting blame for our mistakes. In many cases to accept responsibility and and accountability is considered foolish. Paul thought it important that our church leaders devote themselves to such things. I, for one, believe that all of us are called to the ministry of proclaiming the Gospel. It is our responsibility as Christ followers to share the truth about who Jesus is with those around us.Certainly the presence of God can be experienced through nature and other visual stimuli, but something can be missing without a clear representation of the truth. 4 Knowing the truth is simply irreplaceable. 5 Just as God expects us to put forth this effort, Paul expected Timothy and Titus to abide by this principle and to teach it to their local congregations. We should take seriously the responsibility to present truth in our teaching and witnessing. CHURCH L EADERSHIP Deacons Deacons provide a ministry in the church that is associated with service of some kind. This service varies among theological and denominational customs.The word â€Å"deacon comes from the Greek word diakonos, meaning â€Å"servant. † Other uses of the word are diakonia, which means â€Å"service† and diakoneo, which means â€Å"to serve. †6 Broadened, it has come to mean any kind of service. Specifically we can find in scripture where these phrases were used applied to general service and spiritual service. Paul addresses the qualifications of deacons in 1 Timothy 3:8-13: Deacons likewise must be men of dignity, not double-tongued, or addicted to much wine or fond of sordid gain,  but holding to the mystery of the faith with a clear conscience.These men must also first be tested; then let them serve as deacons if they are beyond reproach. Women must likewise be dignified, not malicious gossips, but temperate, faithful in all things. Deacons must be husbands of only one wife, and good managers of their children and their own households. For those who have served well as deacons obtain for themselves a high standing and great confidence in the faith that is in Christ Jesus. He says first that deacons must be men of dignity. This stresses the importance of deacons to be men worthy of respect.This does not mean that they lead with a strong hand and enforce others to respect them. Instead, they are to live lives that bring honor to God. Thus, gaining them respect from others. Paul also says that deacons are not to be double-tongued. This means that they are to be self-controlled in speech. Any form of Gossip or slander should not be a part of his nature. Instead, he should speak out for righteous causes while being slow to anger. They also must not be deceitful. Deacons should not be addicted to much wine nor should the enter the position for what they can get out of it.Paul may have written this because of the pagan influ ence in first century world. He knew that every single deacon would be under the careful watch of non-Christians. It would be possible for a deacon to hurt his family and lose his witness if he was bondage to different excesses. Next, Paul writes that these men should hold to the mystery of the faith with a clear conscience. This means that they should hold a certain reverence for the soul purpose of service and honoring God. The Christian faith truly is mysterious. Sometimes people have to walk into situations where there are no clear certainties.Deacons must be confident and do with a genuine character. 7 Those wishing to be deacons must also be tested to see if they are beyond reproach. Just as Athletes wishing to be on Olympic teams have to prove themselves as disciplined competitors, so Paul believed that a person must have proven a spiritual maturity before serving as a deacon. 8 Attaining any spiritual maturity only comes from seeking to be more like Christ. Next, Paul writes that deacons are to be husbands of one wife, and good managers of the children and households.Though this verse is one of the most controversial of deacon qualifications, at least three things are clear. First, he must acknowledge and embrace the biblical emphasis on marriage and view of the home. Second, the deacon is to be devoted to only one wife. Third, there is a theme behind the passage that should remind the deacon of the absolute rejection of divorce. 9 Overall, Paul’s experience with young and growing churches taught him that deacons must be people with a strong spiritual character. Elders and Overseers Elders and Overseers share many of the same qualifications as deacons.Paul also lists their qualifications in 1 Timothy 3: It is a trustworthy statement: if any man aspires to the office of overseer, it is a fine work he desires to do. An overseer, then, must be above reproach, the husband of one wife, temperate, prudent, respectable,hospitable, able to teach, not ad dicted to wine or pugnacious, but gentle, peaceable, free from the love of money. He must be one who manages his own household well, keeping his children under control with all dignity. but if a man does not know how to manage his own household, how will he take care of the church of God?   and not a new convert, so that he will not become conceited and fall into the condemnation incurred by the devil. And he must have a good reputation with those outside the church, so that he will not fall into reproach and the snare of the devil. Though Elders and Overseers are two distinct words, they seem to be used for the same role throughout scripture (Acts 20:17,28). â€Å"Elder† may be reserved for someone who deserves the respect that someone of an older age would attain. â€Å"Overseer† may lean more towards the function of the person in that position.The qualifications that are mentioned here vary only slightly. Paul makes it a point to warn them to be free from the love of money. This may give evidence that elders were held responsible for financial matters within the church. In all matters they are to serve as unto the Lord. 10 Paul also says that elders and overseers are to be able to teach. This provides evidence that they were held responsible for teaching theology as well as doctrine in the church. Paul makes it a point to mention that elders and overseers are not to be new converts. New Christians can fall quickly to temptation and become prideful.They often hold on to their pride, while a more mature Christian has come to understand the importance of humility. Older leaders are more likely to have a servants mindset ingrained in their character. 11 These leaders have a unique role in that they oversee the affairs of the church body. One of these roles included protecting the church from false doctrine. Some of the false teaching during this time was sparked from gnosticism and Jewish speculation. There were a number of different variations to the gnostic doctrine, but the main emphasis claimed that gnostics acquired a knowledge normal believers did not have.Thus, Gnostics believed their faith was superior to others. It was the responsibility of all the church members to know the truth and speak out against it. That is why it is vitally important that elders spoke the truth against different forms of heresy. This type of leadership is a critical factor related to how well the church is doing in reaching the goal of spreading God’s word. 12 Women in leadership Paul makes it clear in the pastoral epistles that women play a key part in the church. They are vital in the raising and teaching of Children.He writes concerning them so that they will understand proper submission. He writes this in in the second chapter of 1 Timothy: Likewise, I want women to adorn themselves with proper clothing, modestly and discreetly, not with braided hair and gold or pearls or costly garments, but rather by means of good works, as is proper for women making a claim to godliness. A woman must quietly receive instruction with entire submissiveness. But I do not allow a woman to teach or exercise authority over a man, but to remain quiet. For it was Adam who was first created, and then Eve.And it was not Adam who was deceived, but the woman being deceived, fell into transgression. But women will be preserved through the bearing of children if they continue in faith and love and sanctity with self-restraint. First, Paul informs the women of the church to present themselves in a modest fashion. Paul, again new that non-christian eyes would be on believers. He did not want women to cause offense to anyone outside the Christian community. 13 Women He says that it is important they make a claim to Godliness. He then says that they should receive instruction submissively.This stresses the importance of male leadership in the church. Paul clearly points out that women are not to have any type of authority over other men. He reminds Timothy that Adam was created first, and then Eve. Paul stresses that women keep silent because it give a concrete and essential reason for the submission of women that is grounded in the creation story. 14 There are three major views when it comes to the role of women in the church. The first is total silence. There are surprisingly a large number of churches who practice this view. Second, is that they not teach Doctrine in the Assembly.Third, They may teach anything allowed by male overseers. The third view is what most churches use today. 15 WHAT DOES THIS MEAN FOR THE CHURCH TODAY? Church’s today should strictly follow the biblical qualifications for deacons, elders, overseers, and women in the church. In light of a church’s specific situation, each church must decide what leadership roles will be as they seek to live out the biblical conception of that role. 16 Church’s today should seek to find men who can serve well. Men should be chosen only if they are well qualified and have developed skills in witnessing and other types of ministry.The most important qualities are found in those men who â€Å"hold the mystery of the faith with a clear conscience,† and are committed to serving other people. 17 The ability to work well with others should also be a key quality desired by churches looking for deacons or elders to serve. In today’s world, much of the work by the deacon involves a great deal of patience and understanding. 18 Church’s want to be able to trust that their deacons, and elders will exercise sound judgement in all matters concerning the well being of the assembly. It is clear that women were highly important to Jesus as well as Paul.There is no argument to be made that women are inferior to men. Jesus severed social and religious customs to show his high regard for women. 19 Women should strive to be excellent examples of Godliness in our church’s today. This is a very important role within our church’s. While they are not to exercise authority of men, they play a key role in teaching our children what it means to live godly lives. CONCLUSION Paul has outlined specific qualifications for the office of deacon, elder, and overseer as well as restrictions for women in regards to leadership.It is our job to strive for obeying these qualifications and restrictions in our own churches. Paul writes this in the fourth chapter of Ephesians: Therefore I, the prisoner of the Lord, implore you to walk in a manner worthy of the calling with which you have been called, with all humility and gentleness, with patience, showing tolerance for one another in love,   being diligent to preserve the unity of the Spirit in the bond of peace. There is one body and one Spirit, just as also you were called in one hope of your calling; one Lord, one faith, one baptism, one God and Father of all who is over all and through all and in all.It is God’s desire that we be unifi ed. It his is intention for us to be moving as one unit towards one common goal. We need men who are faithful to serve in the role of deacon, elder and overseer to achieve this goal. BIBLIOGRAPHY Beausay, William II. The Leadership Genius of Jesus (Ancient Wisdom for Modern Business). Nashville, TN: Thomas Nelson, Inc. 1197 Brindle, Wayne A. The Pastoral Epistles (Notes and Outlines). Liberty University School of Religion, 1996 Chartier, Jan. Developing Leadership in the Teaching Church. Valley Forge, PA: Judson Press 1985 Dale, Robert D.Leadership for a Changing Church (Charting the Shape of the River). Nashville, TN: Abingdon Press 1998 Foshee, Howard B. The Ministry of the Deacon. Nashville, TN: Convention Press 1968 House, H. Wayne, The Role of Women in Ministry Today. Nashville, TN: Thomas Nelson Inc, 1990. Howe, E. Margaret. Women & Church Leadership. Grand Rapids, Michigan: Zondervan, 1982. Naylor, Robert E. The Baptist Deacon. Nashville, TN: Broadman Press, 1955. Samra, Jim. The Gift of Church. Grand Rapids, Michigan: Zondervan 2010. Stendahl, Krister. The Bible and the role of Women. Stockholm: Fortress Press, 1966. ———————– 1] Wayne A. Brindle, â€Å"The Pastoral Epistles Notes and Outlines,† (Liberty University school of religion, 1996) [2] William Beausay, â€Å"The Leadership Genius of Jesus,† (Nashville, TN: Thomas Nelson, Inc. 1197) [3] Ibid 4 Jim Samra, â€Å"The Gift of Church,† (Grand Rapids, Michigan: Zondervan 2010) 5 Ibid 6 Howard B Foshee, â€Å"The Ministry of the Deacon,† (Nashville, TN: Convention Press 1968) 7 Ibid 8 Ibid 9 Ibid 10 Robert D. Dale, â€Å"Leadership For a Changing Church,† (Nashville, TN: Abingdon Press 1998) 11 Ibid 12 Jan Charter, â€Å"Developing Leadership in the teaching church,† (Valley Forge, PA: Judson Press 1985) 13 E.Margaret Howe, â€Å"Women & Church Leadership,† (Grand Rapids, Michigan: Zondervan, 1982) 14 Krister Stendahl, â€Å"The Bible and the Role of Women,† (Stockholm: Fortress Press, 1966) 15 Wayne A. Brindle, â€Å"The Pastoral Epistles Notes and Outlines,† (Liberty University school of religion, 1996) 16 Robert E. Naylor, â€Å"The Baptist Deacon,† (Nashville, TN: Broadman Press, 1955) 17 Howard B Foshee, â€Å"The Ministry of the Deacon,† (Nashville, TN: Convention Press 1968) 18 Ibid 19 H. Wayne House, â€Å"The Role of Women in Ministry Today,† (Nashville, TN: Thomas Nelson Inc, 1990)