General Sir Arthur Currie Essay -- essays research papers

LIEUTENANT--GENERAL SIR ARTHUR CURRIE (A brief account of the battle of Passchendaele)   Ã‚  Ã‚  Ã‚  Ã‚  Lieutenant-General Sir Arthur Currie was the most capable soldier that Canada has produced. Certainly, he did not look like the great soldier he had become. A very tall man, at six-foot-four, he was also somewhat overweight. Through his successes as the Commander of the Canadian Corps, he knew how to delegate authority and stand by the decisions of his subordinates.   Ã‚  Ã‚  Ã‚  Ã‚  Currie, however, was not a professional soldier. He was born in Strathroy, Ontario, on December 5, 1875 and raised, he had moved to Canada’s west coast in his late teens. As an adult, he movedto Victoria, British Columbia, he had become a schoolteacher, and insurance salesman, and, a real-estate speculator, an occupation that made him one of Victoria’s leading citizens. Like all goodCanadian businessmen at the time, he joined the Canadian Militia. In 1897, he had enlisted as a lowly gunner in the 5th Regiment, Canadian Garrison Artillery; by 1909, he was the lieutenant-colonelcommanding the regiment. In late 1913, Currie accepted the challenge of raising and training an infantry unit, the 50th Regiment, Gordon Highlanders of Canada.   Ã‚  Ã‚  Ã‚  Ã‚  When the war broke out in August 1914, the highly regarded Currie was commanded of an infantry brigade. Currie fought with exceptional composure at Ypres in 1915 where his 2nd Brigade made a remarkable stand against the poison gas. Having impressed his superiors, Currie was promoted to command the â€Å"crack† 1st Canadian Division. He led the â€Å"Red Patch† at Mount Sorrel, through the horror of the Somme in 1916 and at Vimy Ridge, Arleux, and Fresnoy in the spring of 1917. In June, Currie had been knighted and named commander of the Canadian Corps, now four divisions strong.   Ã‚  Ã‚  Ã‚  Ã‚  One of Currie’s most impressive and important achievements had come during the winter or 1919-17, while he was still a divisional commander. By analyzing the fighting he had witnessed on the Western Front, Currie had drawn up what proved to be a blueprint for tactical success. In a paper, Currie synthesized the best of British and French concepts, and with many of his own beliefs based on personal experience. Under Sir Arthur Currie, the Canadian Corps emerged as an outstanding formation on the ... ...m: not only was he a mere colonial, he was a non professional to boot, and he was much younger that th earmy commanders who would have reported to him. Far from demonstating his carelessness over casualtiles, Passchendaele proved Currie’s concern for he preservation fo the lives of the men under his command; indeed, Currie’s actons throughout th war stand as strong evidence of his desire, and ability, to win battles only at the least possible cost. A lot of Canadians, veterans and conscripts alike, had little regard for General Currie. Passchendaele convinced many of them that victory was his old consideration.   Ã‚  Ã‚  Ã‚  Ã‚  Charges of this nature dogged Currie for the rest of his life. Political enemies, took up the cry as the war wound down. He was being accused as a Canadian commander of deliberatley sacrificing the lives of his men in the pursuit of his own personal glory. His death five years later, in 1933 at the age of fifty-seven, may be attributed, at least indirectly, to the lawsuit. His funeral was a major event in Montreal and thousands lined the streets to honour the â€Å"Great Leader† of the Canadian Corps. He is buried in Mount Royal Cemetery, Montreal.

Bible: Exodus 20:4-6

The Old Testament ends with the prophets. These teachers provided insight on many issues facing Jews who were desperate to know God. Idolatry, social injustice and religious ritualism are three areas that are emphasized in their teachings and instilled in the minds and hearts of believers today. The prophets were great teachers who had much to say about God and the way man lived, social issues they faced, religious rituals they took part in, and their teachings are just as important today as they were in the past. Idolatry was a prominent issue among the Jews.God confronted this problem early in the Bible in Exodus 20:4-6. It is clear that following God requires complete and total attention on Him. The prophets considered this very an important issue. Consider Hosea who was commanded to marry an unfaithful wife to represent Israel’s covenant unfaithfulness towards God. During this time, Israel was unwilling to worship God and sought to find their own idols to worship and besto w glory upon. Hosea taught through his marriage the extent of unfaithfulness the Jews had in their relationship with God.Hosea compared Israel to spoiled grapes, a wild vine, a trained heifer, and a rebellious son and led into God to lay ruin to a large portion of His people causing the remnants to seek repentance before Him. Hosea, through using a marriage metaphor, showed the Jews how deep God’s love for them truly was and still is. Hosea’s example has modern implications. Because man can see how deeply God cares for them, there should be no reason to place importance of other things before their worship of Him. Yet, they do.If society could focus more on God today, the issues the world faces would cease to exist. Because this is not the case, man continues to destroy themselves as their eyes and minds stray from God and their own idols. The prophet Jonah put the truth about idolatry bluntly in his prayer to God: â€Å"Those who pay regard to vain idols forsake thei r hope of steadfast love. † Amos was a prophet with a lot to say about social injustice. He preached of a coming judgment against Israel for (among other things) oppressing their people.The Old Testament had charged the Israelites to take care of the disadvantaged and the poor, but there was a great disparity between the rich and the poor as Israel continued to reject God’s commands. Amos compared the wealthy women of Samaria to well fed cattle because they oppressed the poor while being consumed by selfish pleasures. Amos 5:14-15 states: â€Å"Seek good, not evil, that you may live. Then the Lord God Almighty will be with you, just as you say he is. Hate evil, love good; maintain justice in the courts. Perhaps the Lord God Almighty will have mercy on the remnant of Joseph.†The goal of Amos was to show that Israel was not keeping their charge to care for one another despite God’s command. This was due, in large part, to the people focusing on self interest s. This sentiment is echoed in Micah where the wealthy conspired to steal the land of the needy. The world today mirrors Israel during the time of Amos. History has shown time again that wealth and personal selfishness blind man to the plight of the needy. In the United States, there is a huge disparity between the rich and the poor that requires personal conviction to change.Man must stay focused on God and care for one another to bring blessing upon them. Man’s negligence of the needy has led to homelessness and even suicides. Micah was a prophet who fought social injustice and idolatry like the other prophets. However, he offered a unique insight on what God looks for in man’s glorification of Him. As Micah reveals, God was not primarily interested in Israel’s sacrifices and offerings, no matter how extravagant they may have been, He was interested (and still is) in man’s humble obedience to Him reflected through a lifestyle of mercy and justice.The ot her prophets spoke to religious ritualism, but Micah put the concept simply and this concept is definitely true today. Man can go to church, sing the hymns, tithe their money, and hear a sermon, but God is most concerned with what man does in their obedience to Him and their receiving of His revelation. Church rituals are practically meaningless without obedience and positive action. James 2:20 is very relevant in this respect: â€Å"But do you want to know, O foolish man, that faith without works is dead? † The Prophets of the Old Testament deliver instruction, wisdom, and warning.Man learned from them that idolatry takes the focus from God and puts the focus on self. Their teachings on social injustice show that God requires us to love and care for one another. Their teachings on ritualism show that God is more concerned with our obedience and reflection of Him than He is with offerings. Though the teachings of the prophets occurred many years ago, they are certainly releva nt today. Man can learn a great deal from the teachings and warnings presented by these men. Praise God for His patience in man’s stubborn ignorance.As man began to drift away from God’s own heart they began to create their own religion and beliefs. Many cultures have materialistic things that became their Gods! There social injustices in these cultures and many religious rituals. We all know the 10 commandments but the first commandment God said there will be no other Gods before me. A lot of people of that time were so far away of God and had so much wickedness in their hearts. In Ezekiel chapter eight it talks about an idolatry temple and God took him all around the area to show him how and why God’s presence has left.Ezekiel 8:17-18 says â€Å"He said to me, â€Å"Have you seen this, son of man? Is it a trial matter for the house of Judah to do the detestable things they are doing here? Must they also fill the land with violence and continually provoke me to anger? Look at them in anger; I will not look on them with pity or spare them. Although they shout in my ears, I will not listen to them. † Obviously after reading this you can tell how mad God was with all the Idol worshipping going along at the land.As you continue to read the book of Ezekiel you read that the presence of God departed from the temple. God seem so disgusted with the people and right fully so we see how man put other idols in front of God. The word of the Lord always came to the prophet Ezekiel and God exposed him to many things that the people did. When God told Ezekiel â€Å"set your face toward the south; preach against and prophesy against† not only did God believe in Ezekiel but he had enough with these false Gods. It’s so easy for our society to be drowned into having an Idol.In my opinion our time period has more of a temptation of having Idols because of social media and it’s easier to get the things you strongly desire to use a s an idol, but with that we are seeing the people getting to know Jesus by the millions. It has it’s pros and cons but I believe that we have so many things to guide us in the right path that it would help us to draw near to God. Amos’ statements are daring for him to make because they directly challenge the generally accepted religious practices of his time.Strong opposition to Amos developed at once when Amaziah, a priest, sent word to King Jeroboam that Amos was a dangerous character and should be expelled from the land. Although Amos insisted that he spoke only the words that Yahweh told him to proclaim, Amaziah told him to leave the country and never to prophesy again in the land of Israel. The prophecies of Amos mark an important point in the development of the religion of the Old Testament. The prophet was indeed a spokesman for Yahweh. That he was not speaking for himself or trying to please his listeners is made clear by the content of the message he delivered .Critics have often maintained that the Old Testament Prophets created the god of whom they spoke out of their own imaginations. However, had these prophets done so, it does not seem at all likely that God would have spoken so critically of what was being done by the prophets’ own people. Some of the rituals we in our time are like fasting (sun rise to sun set), acts of kindness, buying your way to heaven. Honestly if you can think of it being a ritual it probably is a ritual somewhere. Just like how it is today back then you the old days (bible) they were social injustice.The book of Amos 5:11 it says â€Å"You trample on the poor and force him to give you grain. Therefore, though you have built stone mansions, you will not live in them; though you have planted lush vineyards, you will not their wine. I wish I can just say that it’s only in the Old Testament that dealt with social injustice but it happen in the New Testament as well. Thinking about social in justice reminds me the time when Joseph was captured by pharaoh and he was held captive for such a long time. In our society we have so much injustice. We have the very wealthy branch of people then we have the middle and the lower.If you’re not in with a group of people then you are good enough to be around them. It seems like it is something you deal with in high school but not so much. I deal with it in the military. In the book of Micah chapter six verse eight it says â€Å"He has told you, O man, what is good; and what does the Lord require of you but to do justice, and to love kindness, and to walk humbly with your God? † what has our society has come to that they lost the love and compassion for people. We have become complacent that we forget to love our neighbor and I fall into this subject. We need to be a people who Love not hurt others

The issue of risk in non-financial companies - Free Essay Example

Sample details Pages: 7 Words: 2231 Downloads: 7 Date added: 2017/06/26 Category Business Essay Type Narrative essay Did you like this example? Risks have always been at the centre of business activities. Risks were routinely accepted by traders in historical times, as well as by commercial expeditions in post-medieval periods. They are similarly now being faced by a range of modern day businesses in the course of their operations for the fulfilment of their objectives. Don’t waste time! Our writers will create an original "The issue of risk in non-financial companies" essay for you Create order (Buljevich, Park, 1999, P 1)The systematic management of risk is not a new phenomenon either; insurance companies specialising in making money out of methodical risk identification, assessment and management have now been in existence for more than a century (Buljevich, Park, 1999, P 1). Apart from insurance companies, other financial organisations like banks and financial institutions also deal with risk as part of their mainstream activity and approach the issue in a planned and methodical manner (Buljevich, Park, 1999, P 1). The issue of risk in non-financial companies however takes on different dimensions (Carlton, 1999, P 83 to 107). Whilst the activities of non-financial companies do not specifically call for continuous application of risk management techniques, many of their major activities, (like selling goods in the market place, buying material or services from external vendors, procuring and applying new technology, opening new branches, or putting up new factories) , involve significant elements of risk (Carlton, 1999, P 83 to 107). It is also widely accepted by management and financial experts that modern day, non-financial business corporations need to often engage in activities with high elements of risk (Esty, 2004, P 213 to 224). The contemporary business environment is much different from what it was even two decades ago. Globalisation and economic liberalisation, along with the dismantling of physical and economic barriers, astonishing technological progress, the emergence of instantaneous communication technology and the spread and sophistication of the internet have led to the creation of enormous business opportunities for commercial firms (Esty, 2004, P 213 to 224). Business organisations who were in the past content to grow in set patterns along reasonably pre-determined routes are now faced with a bewildering range of business opportunities (Esty, 2004, P 213 to 224). Modern day businesses are also shedding the inhibitions, apprehensions and constraints of the past and engaging in substantial expansion and in new projects, both on a local and an international basis (Esty, 2004, P 213 to 224). Cross country investment and trade has expanded dramatically. Whilst a few companies like McDonalds, Coca-Cola and some other iconic organisations were in the past associated with extensive international activities, a number of UK based companies like Tesco, Mark and Spencer, Costas Coffee, and Next, are steadily increasing their global footprint. Although business opportunities have exploded in contemporary times, and modern day businesses are exploiting them aggressively, such opportunities do entail significant risks (Carlton, 1999, P 83 to 107). Non-financial organisations are also under pressure, not just from their share holders, but also from the larger, high pressure, and fast changing economic and competitive environment to engage in new projects with various degrees and dimensions of risk (Carlton, 19 99, P 83 to 107). Risk management is now one of the most important activities of non-financial organisations, albeit not in the way it is for banks and other financial companies (Carlton, 1999, P 83 to 107). This study deals with the various risks that are faced by non-financial companies engaged in new projects, the identification, measurement and management of such risks and the importance of effective risk management for organisational security and success (Carlton, 1999, P 83 to 107). 2. Identification of Risk Contemporary businesses engaged in setting up new projects are likely to face risks of diverse types and with different dimensions (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). It is thus important for such organisations to formulate and develop efficient systems of risk management (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Effective risk management systems start with construction of processes for systematic identification of risks (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Risks associated with new projects can broadly be classified under the broad categories of operational risks, financial risks, market risks and reputational risks (Carlton, 1999, P 83 to 107). With such categories however being too broad for actual measurement and management, most firms isolate and identify risks under the more specific and narrower categories described below (Carlton, 1999, P 83 to 107). Market Risk Market risks concern the market demand for products or services that are proposed to be generated by new projects (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). The market demand originally assessed and projected at the time of preparation of feasibility studies, can be adversely affected by unavoidable increases in costs, the development of more effective or economical substitutes, alterations in customer industries, and political or environmental developments (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). The economic recession that set in towards the middle of 2007 and continues even today affected the fortunes of many new projects (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). With market demand for products and services diminishing sharply in the wake of the economic recession, new projects in the UK, as in many other parts of the world, took a severe beating (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Operating Risks Such risks concern the different resources that are required for the successful operations of new projects (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). They can emerge from factors that are controlled by organisational managements like labour and cash availability, or be caused by external factors like fluctuations in exchange rates or faults in design, planning or construction (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Risks of this type can lead to the surfacing of problems that could make it difficult for new projects to meet their scheduled output of products or services (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Completion Risks Completion risks refer to the possibility of projects getting delayed because of various factors like unavailability of essential material, labour unrest, delayed delivery of supplies and equipment, delays in disbursal of bank loans, and even inclement weather (Carlton, 1999, P 83 to 107). Inflation Risks Inflation risks can arise from actual inflation rates exceeding the rates projected at the time of preparation of feasibility studies (Carlton, 1999, P 83 to 107). It is pertinent to note that the unprecedented increase in oil prices during 2007 adversely impacted the progress of numerous big and small new projects across the world (Carlton, 1999, P 83 to 107). Currency Risks Currency risks are essentially part of the operating and construction risks of new projects (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Such risks arise when the inflows and outflows of a project are denominated in different currencies (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Unexpected and sharp exchange rate fluctuations can severely affect the operations and profitability of such ventures. New projects that are overly dependent upon export or import of goods or services are likely to be more exposed to such risks (Wibowo, Kochendà ¶rfer, 2005, P 963 to 972). Political Risks Political risks are important for new projects that are proposed to be put up in other countries with different political environments (Carlton, 1999, P 83 to 107). Whilst most business organisations are reluctant to invest in new projects in politically volatile areas, competitive pressures and the need to get early entry in attractive markets often force business organisations to invest in new projects in politically sensitive countries (Carlton, 1999, P 83 to 107). Apart from arising out of political volatility, such risks could emerge from the possibility of legislative or regulatory changes in host countries leading to significant changes in market conditions (Carlton, 1999, P 83 to 107). To elaborate, businesses in the United States have been engaging in substantial outsourcing of activities for improving their competitive advantage. The ongoing recession is however forcing US policy makers to enact legislative changes for protecting American jobs, which in turn could have significantly adverse results on the many Asian companies who have invested in new projects for supplying offshore services to the Unites States. Regulatory Risks New projects in regulated areas like supply of water or power, or the construction of toll roads, often face uncertainties about the future pricing of their products or services. Whilst the initial paperwork for such projects includes clauses regarding the future pricing of generated services, it is not uncommon for such agreements to be adversely impacted by regulatory change. The huge Dabhol Power Project set up in Western India by Enron in the late 1990s came to a virtual standstill because of sharp downward revisions in the price of generated power after the election of a new and hostile state government (Esty, 2004, 213 to 224). Other Risks Even the risks given above are illustrative and not exhaustive. New projects can be adversely affected by other causes like changes in technology or the possibility that the natural resources needed for a project may not be available (Carlton, 1999, P 83 to 107). Force Majeure risks represent a basket of unanticipated and practically uncontrollable natural or manmade conditions like floods, earthquakes, war or civil riots that can severely affect the operations and feasibility of new projects (Carlton, 1999, P 83 to 107). 3. Measurement and Management of Risks Whilst many of the risks detailed above are self evident and intrinsic to new business projects taken up by non-financial companies, a large number of modern organisational managements still do not take comprehensive steps for the management of such risks. A survey by Ernst and Young, a leading firm of management consultants, reveals that more than half of the CFOs and CEOs of major business firms appreciate that their organisations do not have comprehensive and systematic processes for managing their important risks (Izaguirre, 2009, P 1). In fact the majority of such companies tackle different risks individually, and whilst some standard precautionary methods are adopted, most risk control actions tend to be reactive rather than proactive and take place only after or during the development of risk environments (Priddy, 1999, P 1). Risk management experts state that non-financial companies need to adopt far more comprehensive and holistic strategies towards risk management, not just for new projects but as an integral component of modern day business activity (Carlton, 1999, P 83 to 107). Managements of new companies, at the time of initiation of new projects, need to not only exhaustively identify the various risks that are associated with new projects, but also investigate whether their organisations are taking the right risks, whether they are undertaking acceptable amounts of risk, and whether they are capable of taking action to manage such risks (Carlton, 1999, P 83 to 107). Apart from the need for identification of risks, risk management experts also point to the necessity of adequately measuring such risks, deciding whether the benefits from new projects are sufficient for organisations to accept such risks, and finally of taking specific and centrally controlled measures to manage such risks (Carlton, 1999, P 83 to 107). Investigation and measurement of risks primarily involves (a) getting to know the important risks that are being undertak en by organisations, (b) the relationships of such risks with the objectives and strategies of the firm, (c) the relationship of such risks with the creation of organisational value and (d) the connection of risks with enhancement of organisational competitive advantage (De Wit, 2005, P 2 to 25). Such an exercise if conducted methodically can help significantly in localising risks that need to either be compulsorily be taken for organisational benefit or otherwise be partially or totally avoided (De Wit, 2005, P 2 to 25). Business organisations usually measure risks by different methods (Priddy, 1999, P 1). Identifying and localising risks help businesses in deciding upon various project features and in altering and managing risk profiles to ensure that only risks necessary for organisation benefit are accepted (Priddy, 1999, P 1). Risks are measured through four main methods, namely the proxy method, the earning volatility method, the assessment method for loss modelling, and th e method for direct risk estimation (Priddy, 1999, P 1). Whilst the loss modelling method involves some amount of statistical work, the others are basically dependent upon the application of sound business sense to different risk bearing situations (Priddy, 1999, P 1). Such risk measurement enables organisational managements to predict the potential profitability of particular new ventures, locate areas of risk and take action either to avoid such risks or mitigate their potential impact (Priddy, 1999, P 1). Managements manage risks through the application of a range of strategic choices, organisational policies and operational actions after their identification (Carlton, 1999, P 83 to 107). Whilst the appropriate identification of risks can help managements in aborting excessively risky projects, they are also helpful in increasing managerial focus on specific areas and take appropriate risk mitigation actions (Carlton, 1999, P 83 to 107). Such risk management methods are tai lored to meet specific sets of risks (Carlton, 1999, P 83 to 107). The management of operational and construction risks is generally met through very careful selection of suppliers and contractors, arrangement of adequate funds, obtaining of bank guarantees, and inclusion of penalties for contractual failures (Carlton, 1999, P 83 to 107). Currency and exchange risks are managed through forward hedging contracts (Carlton, 1999, P 83 to 107). Political risks are controlled through constant communication with policy makers and the use of political lobbies, if so required (Carlton, 1999, P 83 to 107). Environmental risks are controlled by ensuring compliance with regulatory requirements. Appropriate insurance also helps greatly mitigating business risks (Carlton, 1999, P 83 to 107). 4. Conclusion Non-financial companies face a wide range of risks in their regular business activity and more so during execution of new projects. Whilst financial companies look at risk management in a methodical manner and base most of their operational actions after the assessment of a range of risk criteria, non-financial companies tend to be ad-hoc, conventional, and reactive in their approach towards risk management. Modern day business environments, whilst brimming with opportunities, are however complex and risky, especially so for growth oriented firms. It is thus necessary for managements of such firms to put strong risk management measures in place to safeguard their investments and improve their competitive advantage.