Why Did Boudiccas Revolt Fail?

Why Did Boudiccas Revolt Fail? I decided to research the question why did Boudiccas Revolt fail?; for my extended essay. I used primary and secondary sources. The books I used a range of sources from Roman era to the modern day historians. There was a period throughout history where they forgot about Boudicca this was the middle ages where roman history had waned at this point. My investigation scope was mainly limited to the military features but also considered political factors. The conclusions I arrived at in the End is that Boudiccas revolt failed, due to the military strength of the Romans full time army who trained everyday, the fact that Boudicca was against a undefeatable enemy, no matter how long she fought they would have always won even if meant sending reinforcements, and the final factor is that the Britons were given a false sense of security whilst dealing with the Romans as before the final battle the Romans had not considered her a threat worth dealing with so there was not much attention focused on her and her warriors. Introduction The Romans first invaded Britain under Julius Caesar in the year 55 BC; this however was unfortunate timing as the Roman battalions were called off to fight another war in Gaul at which point they didnt invade Britain extensively until AD 43 under the rule of Emperor Claudius whose general Aulus Plautius served as the first governor of Britain. The Roman army at the time had sent 40,000 men to take part in the initial invasion  [1]  . The Emperor not only sent foot soldiers but also sent Cavalry as well, many British tribes sought to make peace, for example the Trinovantes , while many went to war against Rome such as the Druids in Anglesey in Wales. These battles went on for many years and the Romans were never fully able to conquer Britain. The second contributing factor was Britain itself; at the time of the Roman invasion in 55BC Britain had already established economic and cultural trading patterns with Continental Europe. Boudicca one of the most revered women in history, l ed Britons in AD 61 to fight the Romans for their freedom. The key question for many historians is, why did Boudiccas revolt fail? In this essay I plan to give an answer of my own as to why the former mentioned happened. The Historical significance of this event is that a women who at the time were considered inferior, led the most significant rebellions against the biggest army the world has ever known. During the time of the rebellion the terrain of England would have been quite different than the one we have today it would have been practically all rural with only a few settlements every so often, until you reached Roman territory where the cities would have been built up. What makes Boudiccas revolt even more spectacular is that she managed two attack to main Roman cities, which no other Rebellion ever managed to do. Chapter 1 Boudiccas background Boudicca was born around 30AD, she lived in the Eastern side of Britain and was Queen of the Iceni, and her actual death is also shrouded in mystery. Tacitus states that she poisoned herself after her defeat at the army of Suetonius.  [2]  Dio Cassius relates that Boudicca fell ill and then died  [3]  . Wailing Street. Boudiccas revolt can be pinned back to the point of her husband, King Prasutagus death. Prasutages was able to claim Roman citizenship  [4]  , which allowed him to believe that once he died his Kingdom and its inheritors would be safe. Prasutages will, as Tacitus explains, split the Iceni territory in half, one-half for the Emperor Nero and the other for his daughters. This could be a reason as to why the Romans marched into the Iceni territory as they did. They did not see women as leader material so they believed that they could take the other half of the Iceni territory for themselves as they believed that with no male ruler it would descend into chaos. The Nobles of the land were evicted from their ancestral homes, and the Royals were treated like slaves. Boudicca was flogged while her two daughters were raped. Since she herself was not raped, David Braund suggests that she was an older woman  [5]  , which gives her rebellion from the Romans even more credit as this would have shocked the Romans even further since they believed that women were unable to fight, so an older woman leading a rebellion would be an alien concept to the Romans. This news would have quickly spread throughout the neighboring territories and would have led to even more resentment towards the Romans. Chapter 2 Roman Invasion of England Roman Occupation began in 43AD under the rule of Emperor Claudius; the Romans managed to take all of Britannia but were never able to take Caledonia. The reason for Romes invasion was to help Emperor Claudius secure his position in Rome as he faced opposition from the Senate. The reason for this was because the Army was the main artery of Rome and the army paid for themselves, war was very profitable. Roman culture reflected this as each leader needed to prove himself as an adept army commander, and for Claudius Britain was to be his military victory.  [6]  This was very different to the initial invasion by Julius Caesar, who planned to invade Britain for he believed that they were helping Gaul by supplying them with equipment. In late August 55 BC, 12,000 Roman soldiers landed about 6 miles from Dover. Caesar had planned to land in Dover itself, but had to change his plan as many Briton soldiers had gathered on the cliffs ready to fight off the invaders. Even so, the Britons fol lowed the Romans to their landing place and a fierce fight took place on the beach. The Romans were forced to fight in the water as the Britons stormed down the beach. Caesar was impressed with the fighting qualities of the Britons: The Romans were faced with serious problems. These dangers frightened our soldiers who were not used to battles of this kind, with the results that they do not show the same speed and enthusiasm as they usually did in battles on dry land.  [7]   However, the Romans fought off the Britons who withdrew. But it was clear to Caesar that the Britons were anything but a pushover and by the end of the year the Romans had withdrawn to Gaul. This invasion gave some breathing space for Gaul and they quickly revolted. This dragged and the Romans went into Gaul to crush the revolt. It is also clear that Britain was an afterthought due to three legions that had been destroyed in the Battle of the Teutoburg Forest by rebellious German tribesmen in 9 AD, and the Emperor Augustus concluded that the empire was overextended and called a halt to new wars of conquest. This war was a war of Prestige which Rome did not want to lose. Chapter 3, The development of the Rebellion After the treatment of Boudicca and her daughters, resentment towards the Romans grew even greater as the people saw just how the Romans were willing to treat their apparent friends as before King Prasutagus death the Iceni tribe were friendly with the Romans. This would have allowed Boudicca to amass an army fairly easily, mainly due to the fact that many tribes already disliked Roman occupation and were looking for a reason to go to war with them. Boudicca went from tribe to tribe with her daughters explaining to tribal leaders that Rome had gone too far and they must take a stand to prevent them from going any further. As Tactitus also mentions Boudicea, with her daughters before her in a chariot, went up to tribe after tribe, protesting that it was indeed usual for Britons to fight under the leadership of women. But now, she said, it is not as a woman descended from noble ancestry, but as one of the people that I am avenging lost freedom, my scourged body, the outraged chastity o f my daughters. Roman lust has gone so far that not our very persons, nor even age or virginity, are left unpolluted. But heaven is on the side of a righteous vengeance; a legion which dared to fight has perished; the rest are hiding themselves in their camp, or are thinking anxiously of flight. They will not sustain even the din and the shout of so many thousands, much less our charge and our blows. If you weigh well the strength of the armies, and the causes of the war, you will see that in this battle you must conquer or die. This is a womans resolve; as for men, they may live and be slaves.  [8]  This proved to the Britons that Boudicca was extremely serious about rebelling over Roman authority and she was confident that she would be able to successfully rebell against the Romans. She believed this to be possible if she could inspire the hearts and minds of all Britons. The reaction from the Romans during this inital uprising from Boudicca was minimal, it was unnoticed in Ro me as they had the worlds largest empire to control. This could be another possible reason as to why the inital stages of the Rebellion from Boudicca was so successful, but once the Romans took notice the tables were quickly turned. Chapter 4, The importance of Colchester and Londinium During Bouddicas revolt it was clear that Rome wasnt giving much oppostion  [9]  this would have encouraged her and her warriors to start making bigger attacks on Roman territory and this clearly happened. Boudicca laid siege on the capitol of Roman Britain Camalodunum (Colchester). This town however was mainly run by old Roman Veterans who would have unlikely been able to fight. This lack of manpower and the fact that this city was a main artery for Roman Britain gave the Iceni and Boudicca the incentivite to destroy it. The 9th legion attempted to save the city but was ambushed by Boudicca and only a few survived  [10]  . The Army of Kelts set fire to the temple (which marked the conquest by Emperor Claudicus over Roman Britain) which burned everyone inside alive. After this victory Boudicca moved on to Londinium (London), the Roman general Gaius Suetonius Paulinus sent a few troops in time before Boudiccas very large army arrived, Tacitus then writes At first, he [Gaius Suetonius Paulinus] hesitated as to whether to stand and fight there [Londinium]. Eventually, his numerical inferiority and the price only too clearly paid by the divisional commanders rashness decided him to sacrifice the single city of Londinium to save the province as a whole. Unmoved by lamentations and appeals, Suetonius gave the signal for departure. The inhabitants were allowed to accompany him. But those who stayed because they were women, or old, or attached to the place, were slaughtered by the enemy. This shows that the Romans were not too desperate to defend their city and were willing to let the Iceni burn it to the ground, and allow the families to be slaughtered if they were unable to leave with the Romans. Following Tacitus description he then states that in retaliation for the burning of the city, the Romans slaughtered 70,000 Britons. Following this attack Bouddicas forces moved on to the city of Verulamium (St Albans) and destroyed it, through the two attacks on Londinium and Verulamium an estimated 70,000-80,000 were killed by Boudicca and her forces  [11]   Chapter 5, The military differences By the time the final battle occurred Boudicca had amassed an army of over 200,000  [12]  , however this number differs between certain historians. Tacitus reported that there were 100,000 Britons and Cassius Dio estimated 250,000. There were British sympathizers and family members standing behind Boudiccas warriors both historians do agree on this matter. The Britons brought their carts, and wagons were arrayed encircling the rear of the British position, forming a significant barrier to movement for the Britons when they needed to retreat  [13]  . The Romans on the other hand had a considerably smaller number of around 10,000  [14]  . Full time employed soldiers whose job was to fight, these men had an incredible amount of training and expertise and this would have come from the previous battles and wars throughout the previous centuries which allowed the Romans to perfect their battle formations and tactics. Whereas the Britons were mainly farmers and had little time to dedicate to learning how to fight successfully as a unit and as individuals, the Romans had mastered sword combat at an early age and every morning had a gruelling training session to constantly hone their skills. The Romans also did not have to worry about tending to their farms or families as the Britons did. According to Tacitus, Seutonius had a total of 10,000 including his 14th legion a vexillation of the 20th Legion, and auxiliaries. Other estimates put the Roman force at 7000-8000 legionaries and 4000 auxiliaries (including cavalry). Part of the Rom an armys training was a twenty Roman miles (18.4 miles) march (to be completed in five hours) carrying a full pack of weapons, shield, food rations, a cooking pot and a short spade, along with their personal kit.  [15]  This was then followed by heavy weapon carrying Roman soldiers who attended weapons training every morning. Roman soldiers practised hand-to-hand combat with wooden swords, spears and shields that were deliberately much heavier than those they used in battle. They trained with dummy swords and javelins made of wood.  [16]  The soldiers then practised Roman formations allowing them to work and move as one unit. The most formidable formation they used was the testudo (tortoise) in which the soldiers would bind together and lift their shields, interlocking them together. The soldiers in the back lines placed their shields over their heads to form a protective shell over the top of the men. The shields fitted so closely together that they formed one unbroken surf ace without any gaps between them. It has been said that it was so strong a formation that men could walk upon them, and even horses and chariots be driven over them. The Romans also used other formations such as The Wedge this was used to break enemy lines. This extreme training discipline compared to the lack of discipline in Boudiccas warriors gives the clear view that the Romans were going to win in the final battle. Although the Britons outnumbered the Romans greatly, the Britons were given a false sense of security . This was clear as Tacitus states that in the final battle all the Britons families had turned up to watch the Roman bloodbath. Up until the final battle, the Britons were constantly massacring the Romans, which included the 9th legion. This was due to the possibility that the Romans were not putting much effort into containing Boudicca because they did not see her as a threat; whereas the Druids in Anglesey and Gaul were bigger threats to the Roman power or their religion. Once Boudicca started attacking Roman towns and cities, the Generals of the region started to take notice and this was the turning point for Boudicca as the Romans started to put pressure and effort into removing Boudiccas threat from their land. However they lacked the superior discipline and tactics that won the Romans a decisive victory. However the chariots were exceptional. This description is how Julius Cae sar described the Britons chariot ability while during battle: Chariots are used like this. First of all, the charioteers drive all over the field hurling javelins. Generally, the horses and the noise of the wheels are enough to terrify the enemy and throw them into confusion, as soon as they have got through the cavalry, the warriors jump down from their chariots and fight on foot. Meanwhile, the charioteers then move away and place their chariots in such a way that the warriors can easily get back on them if they are hard pressed by the size of the enemy. So they combine the easy movement of cavalry with the staying power of foot soldiers. Regular practice makes them so skillful that they can control their horses at a full gallop, even on a steep slope. And they can stop and turn them in a moment. The warriors can then run along the chariot pole, stand on the yoke and get back into the chariot as quick as lightening.  [17]  while in truth by AD61 the chariot drivers were the r ich class and barely trained compared to the Roman charioteers. The main base of Boudiccas army was foot soldiers who were mainly poor peasants and were unable to spend most of their time training with swords and had to struggle to just make enough food to feed their families. In truth the army of Boudiccas while great in numbers was unable to fight as proved in their final battle agaisnt the Romans who were outnumbered 20 to 1. Chapter 6, Strategy and tactics Up until the final battle, which no one knows the place of, Boudicca and her warriors were easily defeating the Roman attempts to stop them. For example the ninth legion in the burning of Colchester. This was partly because Boudiccas battles happened when Suetonius Paulinus, the Governor of Rome, was away fighting the Druids in Anglesey, North Wales. This meant that the Romans who were left behind did not have a leader to tell them what to do. However, this was soon to change as General Suetonius Paulinus once hearing of the Iceni revolt came back to England and this was the turning point for Boudicca as the Romans quickly turned the tables. The battleground as previously stated is unknown but Tacitus wrote a position with a wood behind him (General Suetonius). This would have placed the Romans at the top of some sort of hill, which would have been in keeping with the standard Roman tactics. With the wood behind them, the Romans would have channelled the Britons so the Romans would o nly have to face Britons on one side. Behind the Britons was their family, as they had expected a Roman massacre, behind them was the bounty they had amassed from their previous raids. The Celts were very high on enthusiasm, people were shouting and music was playing everyone was enjoying the atmosphere. The Romans expectation towards this battle would have been very different. The Romans rallied around their commander, who delivered his speech convincing them that the battle could be won. Boudicca gave a final speech, and then the Celts charged towards the Romans.  [18]   The outcome was that out of 10,000 Romans only 400 were killed and all of Boudiccas warriors were killed, including their families and most of the Iceni tribe. Those who managed to survive and escape moved to Norfolk where the Romans kept a close eye on them. Boudicca was said to have poisoned herself after the battle had been lost to avoid Roman capture, however there is no mention of what happened to her daughters as they seem to have vanished from the history books. Tacitus says nothing of her burial. There is a story that she was buried at Stonehenge and its legendary circle of stones were set up by the Druids to mark her tomb. However there is no solid historical evidence over this period and it is most probably a myth. Conclusion In conclusion, the reason Boudicca lost against the Romans in her final revolt was due to a simple reason. Boudicca was up against the most formidable army the world has ever seen, and the Romans were never going to allow Boudicca to disgrace them and allow her to get away with it. Even if Boudicca had managed to defeat the Romans in her final battle it is most probable that the Romans would have sent reinforcements into Britain to wipe her off the face of the map. This was the key reason as to why Boudiccas revolt failed: Boudicca had set herself an unachievable goal and she was never going to come out on top, no matter what the outcome of her final battle was going to be.

sure :: essays research papers

Abortion: Are you for or against?   Ã‚  Ã‚  Ã‚  Ã‚  Abortion is a major topic in the United States and all over the world. It is legal in the United States and some people would even say it is safe. There are many factors that go along with having an abortion.   Ã‚  Ã‚  Ã‚  Ã‚  One of the first factors to consider would be to ask is it safe? According to research published in the most recent issue of the Southern Medical Journal women who abort their babies are significantly more likely to die afterward then a woman who delivers. Researchers at the Elliot Institute in Springfield, Illinois, analyzed the death and medical records of 173,000 low-income California women, comparing those who had an abortion to those who had babies. The women who had abortions were nearly twice as likely to die within two years of having an abortion, and their risk stayed elevated for at least the eight years the study was continued. The women who had abortions were seven times more likely to commit suicide and are at a very high risk for depression.   Ã‚  Ã‚  Ã‚  Ã‚  Another factor to be concerned about would be your morals. What you believe in and how you were brought up should also persuade how you think. A girl I know from high school got pregnant when she Jaime Brubaker was only sixteen. She denied being pregnant to everyone. We all knew that she was, but she wouldn’t admit it. She carried the baby to a full term, and instead of telling someone so she could get help she had the baby in her bathroom at her home while her parents were at work. The baby died before anyone could get to the house to help. This doesn’t sound right at all. As Stephen L. Carter said in the essay The Rules about the Rules, â€Å"if we happen to do something wrong, we would just as soon have nobody point it out. If she had admitted she was pregnant she would not have been in that predicament. Now she has to live with this on her conscious for the rest of her life.

Lord of the Flies :: essays papers

Lord of the Flies In William Golding's Lord of the Flies the one good soul was found in Piggy. He wasn't violent and he was one of the only boys who tried to keep all of the other children civil by mimicking adults. Although Piggy had physical limitations that some say "prevented" Piggy from joining the other boys in savagery; he never possessed and evil spirit like Jack, Roger, and Ralph. "Shove a palm trunk under that and if an enemy came - look!" Jack noticed these things such as places to build forts, and weapons that can be made. While Piggy's main interests were in building shelters to be protected, and a sundial to know what time it was. There are may other things that Piggy did to attempt to bring order to the island just like a grown-up. When Jack was busy hunting pigs and dancing about in the blood that engulfed him, Piggy just wanted people to listen to him. He yearned for someone to listen to his ideas without asking questions: when he suggested moving the fire to the beach, he just wanted a ship passing by to see them. Piggy mimicked adults, he did not run about in a savage nature, he was good. Being the only boy that wasn't violent shows how diverse Piggy was from the other boys on the island. "I got the conch I tell you" Piggy screamed in attempt to gain the boys' lost attention, "I tell you I got the conch." Good finally prevailed and Piggy gained the boys' attention. Never once did Piggy resort to violence, even when his glasses were stolen, he proved he was above violence. Unlike Jack, Piggy never killed. Piggy never hunted or killed a pig, let alone hurt another human being, he used his mind not his size to get attention. Being the biggest boy on the island, he had the upper hand in any fight that would have gone his way. Piggy talked out his conflict; in his opinion violence was not an option. "I just take the conch to say this. I can't see no more and I got to get my glasses back. Awful things have been done on this island. I voted for you (Ralph) for chief. He is the only one who ever got things done.

Review of Heavy Oil: Formation, Properties and Recovery

Introduction Oils with highly high densenesss and viscousnesss are termed as heavy oils. They are composed of long and high molecular weight compounds. Heavy oils are categorized with scope that is less than 220API to 100API ( American Petroleum Institute ) gravitation. Heavy oils that are less than 100API are to be referred as the excess heavy oil or Bitumen. The fluctuation between the excess heavy oils and bitumen is non merely the affair of API gravitation or their chemical composings but their Viscosity. The excess heavy oil is a type of oil that may resemble pitch sand bitumens and do non flux easy. They are recognized as holding mobility in the reservoir when compared with pitch sand bitumen which is incapable of mobility under the reservoir conditions. The word pitch sand is used to depict the sandstone reservoirs that are impregnated with a heavy and syrupy black petroleum oil that can non be retrieved through good conventional production techniques. Bitumen, referred as native asphalt i ncludes a broad assortment of ruddy brown to black stuffs of semisolid, syrupy to brittle character that can be in nature with no mineral dross or with mineral affair contents that may transcend 50 % by weight. Bitumen is more syrupy than excess heavy oil at reservoir force per unit area and temperature conditions. Bitumen is immobile and excess heavy oils have some grade of mobility at reservoir conditions. The ultra-heavy or excess heavy oils are denser than that of H2O which has an API gravitation of 100API. While the gravitation units API, do non depict the whole fluid belongingss of the petroleum which is represented by the oil viscousness. Like some petroleums might be of low gravitation but they have comparatively low viscousness at reservoir temperatures when compared with lighter petroleums. Heavy oils occupies scope along the continuum between ultra-heavy oils and visible radiation oils. The above estimations are mentioned by the Energy Information Administration ( EIA ) . EIA revealed that there were 1646 billion barrels of proven militias in 2013. Globally, the recoverable militias of heavy oil and natural bitumen are equal to the staying militias of the conventional oil. Harmonizing to the informations analyzed informations Middle East states dominates in footings of the conventional oil militias while the South America, well the Venezuela leads the universe in footings of the heavy oil militias. Harmonizing to the above representations of conventional oil, heavy oils and bitumen sedimentations, the conventional oil production in Canada has diminution over the past few old ages from 1.2 million bd to 1 million bd including the visible radiation and medium classs oil every bit good as the heavy oil from Alberta and Saskatchewan Fieldss as of 2006. Harmonizing to the Canadian Association of Petroleum Producers ( CAPP ) , during the same period of five twelvemonth span from 2001 to 2006 the entire production from the mined oil littorals and oil littorals produced in situ by the assistance of Steam Assisted Gravity Drainage ( SAGD ) or may be through other methods increased from the 659000 bd in 2001 to 1.1 million bd in 2006 and this estimations might travel every bit high as 4 million bd in 2020. Russia has approximately 246.1 billion barrels of natural bitumen of which 33.7 billion barrels which is about merely the 14 % of entire is recoverable. The staying 86 % can non be rea listically recovered as they exists in distant countries or scattered in many little sedimentations. The nature of heavy oil is a job for recovery operations and for polishing due to high viscousness due to which makes the rendering recovery disbursal and the presence of sulfur content may be high and increases the disbursal of polishing the oil. When compared to conventional crude oil, heavy oil typically has the low proportions of volatile components with low molecular weights and well higher sums of high molecular weight compounds of lower volatility. The high molecular weight fraction of heavy oils are comprised of complex mixture of different molecular and chemical types incorporating a assorted bag of compounds which might non needfully be merely paraffin components or asphaltene components with higher thaw points and pour points that may greatly lend to hapless fluids belongingss and low mobility of the heavy oil. The presence of asphaltene components are non merely the primary cause for the high specific gravitation of the heavy oils nor are the premier cause for production jobs. It is besides indispensable to see the content of rosin components and aromatic components presence in the heavy oil during its recovery and production. Heavy oil, as a resource is ever overlooked due to its trouble and the higher production costs involved in conveying the heavy oil onto the surface from reservoirs. As described by the geochemists that when crude oil beginning stone is generated, the petroleum oil produced by it is non heavy but it becomes heavy after the significant debasement during migration and after the entrapment. Degradation occurs through a assortment of biological, chemical and physical procedures in the earth’s subsurface beds. Bacteria borne by surface H2O metabolise the paraffinic, napthenic and aromatic hydrocarbons into heavier molecules. Formation Waterss besides remove hydrocarbons by solution, rinsing off lower molecular-weight hydrocarbons, that are soluble in H2O. The petroleum oil besides finally degrades by the devolatilization if hapless quality seals allow lighter molecules to divide and get away. The heavy oil typically forms from the younger geological stone formations like Pleistocene , Pliocene and Miocene stones. Those reservoirs possess the tendancy to be shallow deepnesss and less effectual seals in the stone formations. By early periods of 1900s, new progressed oil recovery procedures were deevloped such as Cold Production which is a primary recovery procedure. By executing the Cold Production at reservoir temperatures, the recovery effeciencies range from merely 1 % to 10 % boulder clay it reaches the maximal economical recovery factors. Oilfield companies requires long term investing for heavy oil recovery and due to the ground that heavy oil creates conveyance troubles, is a more dearly-won and polishing techniques for bring forthing marketable merchandises. Therefore their engineering value is assessed by their ability for cut downing its entire cost. Most of the heavy oil Fieldss are shallow makes the boring costs non a dominant factor but the increasing factor of figure of many-sided Wellss and horizontal Wellss makes it to present some costs durng the development phases. Within these costs, the primary costs if for the doing the heavy oil to mobilise by shooting the steam required. Every part in the universe has oil possessing different physical belongingss and is at different phase of procedure adulthood, therefore every part uses different development and production techniques forheavy oil recovery. Mechanism of formation of Heavy oil: As the specific gravitation of reservoir oil lessenings with deepness, API graity additions with deepness. The ripening phenomenon of oil takes topographic point in beginning and reservoir stones which makes the kerogen bring forthing lighter oil with deepness in the latter. Hence, the mean tendency observed worldwide is that the higher API gravitation oil is found at th increasing depths though less oil is produced with deepness. This must be pointed out that these are general tendencies but there are exclusions. There are assorted procedures that change the original oil that is produced during the migration procedure of oil and due to its subsequent accretions. Different procedures inculdes the biodegradation, H2O lavation, oxidization, deasphalting/evaporation and discriminatory migration of the igniter constituents. Biodegradation of the petroleum oils can alter the composings and physical belongingss over a certain geological timescales. Different micro-organisms that are present in the deposits of the oil bearing stones and bearing the crude oil reservoirs. They utilize the hydrocarbons as the beginning of C for their metabolic procedures. That procedure may be aerophilic or anaerobiotic. Largely the hydrocarbons are oxidized into intoxicants and acids. Simple consecutive ironss are prefered, but as the biodegradation continues, more of the complex molecules are increasingly being consumed. The long chained paraffins are oxidized for giving di-acids. Similarly, napthene and aromatic rings are oxidized to di-alcohols. This biodegradation phenomenon consequences in the loss of saturated and aromatic hydrocarbon content, roll uping rosins and asphaltenes and besides lessening of API gravitation which autmatically defines as addition in denseness of the oil. The biodegradation procedure an go thro ugh if the reserrvoir temperatures do non transcend 800to 820. Heavy oils influence on Physical Properties of Rocks During Production:Heavy oils have a shear modulus, act like a solid at low temperatures.They are strongly temperature dependant.Gas coming out of the solution might be it smallest sums can bring forth a big geophysical signature.Heavy oils normally acts as the cementing agent in unconsolidated littorals.During the production, reservoir stone matrix is frequently changed structurally.Physical belongingss of the stones possesing heavy oils are largely teperature dependant and frequence dependant every bit good.Simple Gassmann permutation will neglect in heavy oil reservoirs.Crude oils which chiefly has hydrocarbons or the coompounds consisting H and C merely. Other elements such as S, N and O are besides present in small sums and are combined with C and H in complex molecules. As these oils get heavier and becoome more viscours, their composing becomes complex and they forms concatenation and sheet constructions with the addition in thir molecular weights. Heavy oil, unlike conventional crude oil can non be recovered as an accretion unless there is any reservoir trap and that requires the boundary between the cap stone or any other waterproofing agent, and the reservoir stone by and large be in a bulging upward projection form, but the exact signifier of the boundary varies widely. Many of the oil and gas accumuylations are trapped in the anticlines or domes, these constructions are more conviniently detected than any other types of traps. Heavy Oil Recovery Techniques: Surface excavation: Surface excavation procedure is a wide class of excavation in which dirt and stone overlying the mineral sedimentations are removed. It is the antonym of belowground excavation, in which the overlying stone is left in topographic point, and the mineral removed through shafts or tunnels. Surface excavation began in the mid-sixteenth century [ 1 ] and is practiced throughout the universe, although the bulk of surface excavation occurs in North America. Surface excavation consists of three chief stages. After depriving off and carrying the site’s peculiarly fertile overburden, the pitch sand which is in the signifier of an ore is removed utilizing prodigious power shovels and shit trucks. In the 2nd stage the ore is washed in hot H2O, bitumen, and mulcts. A dissolver is added to the mixture to advance seperation of the bitumen. eventually the residuary mixture of H2O and sand is normally transferred to big deposit basins. The clarate is recycled and the settled solids are used to make full the cavity at the terminal of extraction operations. At the surface, the sites are rehabilitated which includes replacing an replanting the fertile overburden that was stockpiled at the beginning of the the undertaking. Mentions:Schlumberger Oilfield Review Magazine, Autumn 2002

New York Stock Exchange (NYSE)

1)  Ã‚  Ã‚  Ã‚  Ã‚   The two leading stock exchanges are the New York Stock Exchange (NYSE) and the National Association of Securities Dealers Automated Quotations.   The NYSE began in 1792 with 24 stock owners gathering on Wall street to buy and sell stock. The stock exchange has the largest dollar volume of stock sales in the world, but the NASDAQ   has a larger stock volume. Membership in the NYSE is through â€Å"seats† and seat-holders are guaranteed the right to trade on the floor of the stock exchange.   The NASDAQ was established in 1971 as the first completely electronic trading forum. The NYSE was at the time the largest stock exchange in the world, but in the 1990s it was surpassed in stock volume by the NASDAQ. There are approximately 3300 companies traded on the NASDAQ;   there are 2,764 on the NYSE. 2)  Ã‚  Ã‚  Ã‚  Ã‚   If a firm’s shares grew from $1 to $2 per share over a 10-year period, the total growth over the course of the decade is 100 percent, but that does not mean that the annual growth would be 10 percent.   If fact, because annual growth is based on the beginning price, 10 percent annual growth is simply not a mathematical possibility. The math makes it more clear. If in the first year, stock is $1 then with 10 percent annual growth, the price would $1.10 at the beginning of the second year. During the second year, ten percent growth would add 11 cents to the share’s price. Share prices would increase 12 cents the third year and so forth. At the end of a decade with 10 percent annual growth per year, the shares would be $2.41. So, it is false to believe that 100 percent total growth in a decade, does not mean 10 percent annual growth. 3)  Ã‚  Ã‚  Ã‚  Ã‚   Simply because the returns of two stocks are negatively correlated does not necessarily mean that one of the stocks is a negative beta.   Though a negative beta would negatively correlate with a stock that performs well during market upturns, it is not required for the negative correlation. Two stocks can have little to nothing in common and both be dependant on the same sort of market action for growth. For example, stocks previously considered to be totally unrelated all perform poorly when the market takes a major downturn. High tech stocks, housing stocks and retail stocks can all be hit by a sharp market turn regardless of the limited correlation between these types of stocks.   A negative beta does not guarantee that the stock can hold steady during those severe drops.

Myers-Briggs Paper

Mallory Simpson Psych 101: Myers-Briggs Paper Professor Baker 8/13/12 After taking the Myers-Briggs test, I am not at all surprised by the results I was given. 67% introvert is what I was distinctively ranked for personality type and I couldn’t agree more. Next on the list was 44% judging. This particular one leaves me wondering what type of judging? Is it being a judgmental person, or rather judging between the pros and cons of something, or maybe judging based on intuition or discernment. I think that a lot of people that know me would agree with this aspect also. 8% was the score for feeling. Although I agree with the order of the results, I would also put feeling number one. I am most definitely a feeling person. I would assume that this goes along with emotions also. Not only am I worried about how I may feel about a particular situation, I often wonder how the other person may feel as well. Lastly on the list I scored a 25% for sensing. When I think about the difference between an introvert and an extrovert, I think the biggest difference is the ability to sit back, relax, and see the bigger picture.A lot of introverts are quiet and observant and able to see things that an outgoing, always on the go, loud and talkative extrovert may miss. Of course, this may not be the case for every opposite, but I think for the majority it is true. An extrovert has the advantage to get out and seize the opportunity that an introvert may miss which is the biggest positive I see for an extrovert. The Myers-Briggs test was very insightful for me. â€Å"The wise of heart will receive commandments, but a babbling fool will come to ruin. † –Proverbs 10:8

Management Models

Assessment Task One | Understanding the First Five Topics Competing Values Framework & The 4+2 Formulae The Competing Values Framework and the 4+2 Formulae are models that represent the management research perspective of balancing outward and inward development, and how important the equilibrium of both areas is, in the success and continued success of a business. The Competing Values Framework has been developed over 100 years of theoretical management models, with with each era having developed its own theories and practices born out of the period’s socioeconomic conditions.The Competing Values Framework is split into four main quadrants which re? ect the four main periods of prosperity and economic challenges. The quadrants re? ect the period’s dominant philosophy of management and represents the relationship within management, in regards to the degree of control and whether that control is projected internally or externally. In the extended research, the understandi ng of an inverse relationship of competing values has developed into an integrated management model. The inverse relationship between values represents the ‘push-and-pull’ of a successful management concept.The balance of each idea or value keeps the entity open to development of new concepts but also retains the checks and balances and inward e? ciency. The CVF represent a dichotomy of management values that in equilibrium are highly e? ective. In contrast to the Competing Values Framework the 4+2 Formulae was developed though the study of 160 companies over a 10 year period working with 50 academics and consultants with well recognised research tools. Their study of these companies was to determine what made them successful or what made them fail.The research into these companies was retroactive, starting starting in 1986 and selecting a variety of businesses with similar scale, scope and ? nancial means. The 4+2 formulae is a structured two tiered model, with the mai n principles of business; Strategy, Execution, Culture and Structure and the selection of two secondary business practises; Talent, Innovation, Leadership and Mergers & Partnerships. The 4+2 Formulae is a representation of the best practices of a successful business, it outlines the core components and practices these companies developed to become successful.This is formulae representation of a ‘recipe for success’. The formulae expresses that concept of the four main core values of a business and integration of a pair of focused expansion concepts into which new prospects can be developed. The di? erence between the research of the Competing Values Framework and the 4+2 Formulae is shown in how di? erent the concepts are. The CVF is a consolidation of four management models built over the last century and expresses the careful balance in values that lead to success.The concept of this framework is to express the sensitivity of a business in the amount of control applie d and the balance of further growth with management of e? ciency. The research of the CVF also focused on the models of management and the theoretical concepts of each era, developing and contrasting each theory with the next to develop a diverse understanding of the paradigms in which management is based. In contrast to the 4+2 formulae which focuses on the growth or recession of a business though it core business practices and varying practices in growth.The 4+2 formulae is structured to be set of core values with an integration of two secondary business practices primarily focused on growth. The research into the companies showed that the each successful company excelled at the four core practises and incorporated any two of the secondary. In summary the research of each model di? ers in that one focuses on model and theorem based argument (the ideas and concepts of business) and the other focuses on the execution of core values and the incorporation of secondary growth orientate d practices (the application of ideas). Although these models are di? rent in the way they express the concept of success the main core values of both are very similar. For example; the 4+2 formulae calls for the exemplarily execution of Strategy, Execution, Culture & Structure, these fall into the main quadrants of the CVF and also inversely linked to each other exhibiting the relationship between each. Strategy, re? ects the Rational Goal model of direction and clarity, the roadmap. Execution, re? ects the Open systems model of growth, innovations and adaptation. Culture is core of the Human Relations model, it represents the embodiment of people and the empowering of sta?.Structure re? ects the Internal Process, of control, the checks and balances, the re? nement of e? ciency. The similarities of the Competing Values Framework and the 4+2 Formulae is not surprising, they both come from the study of business values. The comparisons of the core values in the 4+2 formulae and the CV F show how closely related they are. The 4+2 formulae is a study of business practices and contrasting that to the CVF which is a study of business models throughout the last century, we can see that the models are sound being proven in theory and practice.The CVF a theoretically based model and the 4+2 a practice based model have overlapping values, making it a very sound model, as the theory is proofed by the practice. What makes these concept more concrete is the study of business in practice in a current economic period and applying a historic study of theories to that study, showing major similarities in those core values. This would substantiate soundness of both the Competing Values Framework and the 4+2 Formulae. The Compering Values Framework gives us the tools to develop and check our progress.It is a compass in giving us the direction required, while the 4+2 formulae is the roadmap, its structure allows us to progress through each stage and ? nd new avenues for growth and innovation. Using the CVF we can always check our performance and rede? ne our direction. Personal & Professional Leadership : Exploring informative detail & Key Concepts The comprehensive model of leadership expressed in ‘The importance of personal and professional leadership’ (Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004), outline the e? ectiveness of a leader at an organisational level through the understanding of parallel leadership practices.Professional leadership and Personal leadership qualities run parallel to each other and both support and enhance the others ability to in? uence and cultivate willing cooperators. The article motif shows that leadership behaviour and actions are important in determining the e? ectiveness of the leader, and that a successful leader must be concerned with both task and peoplerelated issues. Professional and Personal leadership in the model is expressed as a integrated practice, as each component lends itself to the other; suc h ideas are expressed in the articles ‘The Theory of the Business’ (Drucker, P. 994) & ‘Trends that could shake up your business’ (Ofek, E. and Wathieu,L. 2010) . These articles express how e? ective leaders in? uence individuals to work cohesively towards organisational success. Leadership is as much about in? uencing others with a comprehensive understanding of business and business direction as well as in? uencing them though interpersonal relationships. Both articles place leaders in a position where knowledge of business practices, having a perspective and vision for organisational success, and growth are important in an individual’s perception of trust in a leader’s expertise.Individuals will more likely trust a leader who has the expertise, the insight and vision of growing and developing the organisation. Trusted leaders should have a more expansive way of thinking to engender changes within the organisation and the marketplace. The ma in concept of these two articles express that a leader requires the ability to have forethought and the ability to adapt to di? erent situations. Professional leadership requires leaders to be clear on direction, be able to develop strategies to follow and coordinate the uni? d energies of individuals toward organisational success. Followers require this foundation of expertise as re? ected by; Professional leadership is an essential step in the leadership process. It provides a foundation that leads to willing cooperation. ( Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004, page 446) Druker, Ofek and Wathieu also hint that the e? ectiveness of these leaders are interrelated to the perception of the leader as a knowledgable and trustworthy person. Therefore the Professional leadership quality is symbiotic with the perception of the leader, which is also re? cted in our model: When an organisation has created a direction that promotes both individual and organisational success, values continuous improvement, makes it clear to employees their role is in helping achieve organisational success†¦ will likely lead to perceptions of expertise, trust, caring, sharing & morality. – (Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004, page442) This gives a more informative depth to the model, as we can see how interactions of the personal side of leadership can a? ect the e? ectiveness of leaders. Personal leadership is an important re? ction of the person who is leading, ‘Discovering Your Authentic Leadership’ (George, B. Sims, P. McLean, A. and Mayer, D. 2007. ) details how the personal narrative can feed how genuine a leader is perceived. The story of David Pottruck former CEO of Charles Schwab shows us that one sided use of professional leadership is ine? ective. David saw his hard work and long hours as a positive way to ensure success and achieve results, however this only intimidated his colleges and lead to a mistrust between himself and his f ollowers. In this instance a leader who did not realise his e? ct on his followers or chose to ignore them was in the end ine? ective at leading. His pursuit of results and success alienated him from others and created an environment devoid of willing cooperation. In ‘Why should Anybody Be Lead By You? ’ (Go? ee, R. and Jones, G. 2000) the article asks why as a leader, do you have the privilege of leading? The article questions why and how a leader is successful and expresses that there are four qualities that successful leaders possess. This article’s concept re? ects trait theory to an extent, the article points out key traits that all successful leaders possess have but also speci? d that each quality is di? erent from one leader to the next. Go? ee and Jones argue that leaders need to bridge the gap between professional leader to personal leader. The article argues that the nature of using only professional leadership will lead to a perception of a ? awlessne ss, a leader who is ? awless in work would not need help or want it, thus alienating him from a cooperative environment. The article suggests that leaders bridge the gap, by selectively revealing ? aws, ‘Sharing imperfection is so e? ective because it underscores a human being’s authenticity’- (Go? e, R. and Jones, G. 2000, page 65). Showing your follower that you are genuine and approachable – human and humane’ – (Go? ee, R. and Jones, G. 2000, page 66). These ideas of allowing your followers to see a chip in your armour shows that you are willing to take one for your team and are as just as human as they are, building trust between you and others. These ideas are echoed in our model; Organisational members must have con? dence in the expertise of their leaders , and must trust that the leaders are doing what is best for everyone. – (Mastrangelo. A. Eddy, e. and Lorenzet, S. 004, p441) The willingness to rely on another† has als o been found to be an important factor in establishing trust (rousseau et al, 1998). Trust in this perspective has as its basis reliability, which is enhanced consistency and predictability. (Cook & Campbell, 1979; Deming, 1982; Kerlinger, 1986) Personal leadership incorporates the sharing nature of humility and the ability for individuals to care for each other. Becoming a more genuine leader allow for greater interaction between leader and follower, creating a support team which allows them to keep you on track.Selectively admitting faults and limitations on knowledge and experiences would only enhance a leaders humility. As seen from; Researchers have have suggested that leaders should move beyond the hero myth or â€Å"great man† perspective on leadership(Murrell,1997), show their humanness by being open about their limitations in knowledge and experience(Weick,2001), and focus more on how followers in? uence the process of leadership(Uhl-Bien,2006). – (Owens, B. & Hekman, D. 2012, ‘Modeling how to grow: an inductive examination of humble leader behaviors, contingencies, and outcomes’ Academy of Management Journal, 2012, Vol. 5, No. 4, 787-818) Ideas from the ? ve main articles elaborate on the e? ectiveness of a leader though the incorporation of personal characteristics of the leader. Each article has its own way of developing the concept that professional leaders are e? ective only when they are perceived as good leaders in their own right. Trust, care, sharing and morals are valued highly by individuals who follow these leaders and are developed through personal leadership qualities. The foundation for leadership is the understanding of business practices (professional leadership) develop the foundations of personal leadership around it.Becoming a successful leader calls for a more developed and in depth practice in personal leadership. George et al, calls for the use of personal narrative to enrich the values and become a mo re authentic leader, authentic in a sense that the leader believes in what he/she is doing. Authenticity relies on the leader being passionate about what they do and in e? ect caring about it. Go? ee et al. & Owens et al argue that the admission of faults and limitations in ability when selectively done will bene? t a leader in that becoming more genuine.A leader who is able to admit faults shows that they are able to be empathetic and fosters a sharing informative environment. These ideas are all matched in our model by Mastrangelo et al. though three theorems: 1. Professional Leadership (providing direction, process and co-ordination will be positively related to willing cooperation 2. Personal leadership (ie. demonstrating expertise, trust, caring, sharing and morals) will be positively related to willing cooperation. 3. Personal Leadership will mediate the relationship between professional leadership and willing cooperation.Mastrangelo et al. expresses that these three concepts lead towards willing cooperation and are explored in depth when you layer the other 5 articles. Firstly as outlined, the professional leadership provides the direction, process and coordination, the basis of business practice, which is echoed by Drucker in ‘The Theory of Business’ and by Ofek & Wathieu in ‘Trends that could shake up your Business’. These articles concentrated on the professional leadership skills of being able to provide direction for the organisation, but also outline the importance that each individual understands as well.The articles give detail on how leaders must be able to make others understand and also be able to think outside the box, to have a way of forward thinking. Secondly, Personal leadership requires the demonstration values of the person. The foundation of professional practice where the expertise is expressed if followed by the understanding and comprehension of the follower, and their acceptance and trust leader’s expertise. The development of further values goes on to build this trust. As George et al. , Go? ee et al. and Owens et al. examines, the development in the character, the authenticity of a leader is the expression of their personal values and to show that they are also human. The idea to let go of the heroic leader perspective and adopt a more humble approach, to allow your followers to connect on an interpersonal level. The development of a fostering relationship that allows though the understanding of individuals, to care for each other to understand that each person has their own faults and short comings, developing a larger and more complex investment in their leader.Thirdly, the quality of the personal leadership will mediate the e? ectiveness of the professional. As individuals develop a more complete and authentic perspective of a leader the e? ectiveness of professional leadership will progress. As leaders become more aware of both their own and followers strengths and weak nesses their development into becoming a more e? ective continues to grow. When they reinvest what their followers have invested in them, they start to empower others to lead.They not only inspire those around them , they empower those individuals to step up and lead. – (George, B. Sims, P. McLean, A. and Mayer, D. 2007). The degree in which e? ectiveness is measured is by the depth and willingness of others to help and follow a leader, based on their personal leadership. These articles give a detailed view of the model, as its expresses both real world and theoretical concepts that both elaborate and embellish Mastrangelo et al. focus on the importance of personal and professional leadership.