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Buy Pre Written Essays From Cheap Writing Service

Buy Pre Written Essays From Cheap Writing Service Pay someone to write a paper by way of our billing system. The next step â€" we di...

Tuesday, September 15, 2020

Buy Pre Written Essays From Cheap Writing Service

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Friday, September 11, 2020

How To Turn In A Custom Written Essay And Dont Get Caught

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Thursday, September 10, 2020

Pay For Essays Online

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Monday, September 7, 2020

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Friday, September 4, 2020

How To Buy A Research Paper Online

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Thursday, September 3, 2020

Buy Research Papers Online At Professional Writing Service

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Wednesday, September 2, 2020

How To Write High

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Friday, August 28, 2020

Buy College Papers From Trustworthy Writing Service

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Wednesday, August 26, 2020

Global Sack Kraft Paper Market Research Analysis Of Covid 19

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Wednesday, July 29, 2020

Seven Tips on How to Write an Expository Essay

Seven Tips on How to Write an Expository Essay Expository Essay Definition and Structure When writing an essay, your task is to explain an idea in a clear manner. With no personal subjective views or opinions, no emotions or feelings. Only bare facts and definitions. The language should be simple and plain. If you are asked to describe how the flower has grown, you don’t have to write about its smell or appearance. Writing an expository paper is easy only at first glance. Are there any expository essay prompts? Well, you are lucky to come across this article that if full of helpful tips and recommendations. As far as the structure is concerned, it consists of five paragraphs. They are the intro, 3 main paragraphs that form the body of the paper, and the conclusion. It’s good to know how to complete such essays as you’ll be able to use this skill in your future profession. So mastering it while you’re studying is a great advantage of you when searching for a new job. Write your expository essay outline: its structure and some tips What is an expository essay? In other words, you should brainstorm hard and answer why anyone may want to read your paper and what value you can give to your readers. Let’s consider how to write an expository essay in more detail. A good beginning How to start your essay? Start your expository paper with an intriguing sentence that can grab the reader’s attention. Make it sound and look attractive for the reader. If you know well who is going to read the essay, you will easily find the necessary words. Put the main idea of the story in the first sentence and explain what you’re going to say about. It’s a kind of a preview for the essay. You should mention the thesis in the last sentence of the first paragraph. A great context In the first paragraph, you should make sure that the readers know well what you’re writing about. Give them some background information. For example, you can write the name of the book and the name of the author. If you’re highlighting a historical event, it will be good to give more details about that specific day, etc. Find a perfect length The most popular expository essay format is five paragraphs. It doesn’t mean that you are limited or you cannot write more. First of all, look up in the guideline or ask your tutor about the format and the exact amount of paragraphs. If there are no limits, make it look proportional. Add more information to every part of your paper. Start the paragraph with an idea It is good if the reader can get the idea of what is going to be highlighted in the paragraph in the first sentence. Of course, it should prove your thesis. We know that this rule may seem too complicated. And if your paper is challenging, feel free to get tips on how to cope with it in the final part of the article. Prove your expository essay ideas Prove your ideas in subsequent sentences. It’s better to use cited quotes, summaries. Where can you take these things? You need to conduct the investigation in advance before you start composing your essay. You can also write about your personal experience. Try to give 2-5 proofs that support your idea. Conclude and make a transition Each paragraph should end with a little conclusion and logically take the reader to the next paragraph. If you don’t do it, the logical chain in the mind can break and there will be a sense of misunderstanding between you and your audience. This is not what you want. A good ending When it comes to finishing expository essay, ideas usually don’t come to the writer’s mind quickly. However, here are some helpful tips. Start your conclusion with paraphrasing your thesis. Make a summary of your ideas from each paragraph. End your essay with a final thought or provide a call to action phrase. Expository essays: 5 main types What are the most popular types of expository essay? Check it below and make your writing more effective: Comparison essay. As the name prompts you need to compare something or someone. You can compare differences and what’s in common as well. Process essay. It’s the most commonly used type of paper. Need an expository essay example? You can write about how to cook eggs or how to cut your hair, or anything else. Descriptive essay. This kind of paper gives you a lot of freedom. It means you can write as much as you want to attract the reader. Problem / Solution essay. Here you mention the problem that is usually stated in the first paragraph and you show the solutions to it. Cause and Effect essay. In this essay, you build up a logical chain in the minds of your readers about what happens as a result of this or that action. No time for completing your papers? If you have little time for composing your essays, there’s nothing to worry about. There are experts and authors who are always ready to come and assist you. 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Friday, May 22, 2020

The Pearl Harbor Experience - Free Essay Example

Sample details Pages: 3 Words: 907 Downloads: 3 Date added: 2019/06/26 Category History Essay Level High school Tags: Pearl Harbor Essay Did you like this example? A foretime of the experience of Pearl Harbor, Japan and the United States had escalating tenseness for exceptionally most of the decagon. That lead up to the start of World War 2, which Japan permit a consternation invasion on the morning of Sunday, December 7, 1941. America had not enrolled the Second World War; yet, because they were still reeling from dejection expected to the First World War. Don’t waste time! Our writers will create an original "The Pearl Harbor Experience" essay for you Create order America did still possess the strongest naval fleets. From that perspective, Japan was almost as vigorous as the American Navy. As America preferred extra to approach the joining war time that had passed, thus leading up to Japan anticipating a full-blown naval war with American and decided to act first by bombing Pearl Harbor. This drastically altered the course of World War 2, but there are many principal rationalisms for the air raid that made it seem approximately inescapable. In May of 1940, the U.S. made Pearl Harbor the preeminent terminal for its Pacific squadron. Americans did not foresee the attack by Japan, which their first impact in Hawaii, a little 4,000 miles abroad from Japans mainland. Thus, the post at Pearl Harbor was conveniently targeted due to it being marooned unguarded. Admiral Yamamoto Isoroku debilitated era devising an ailment anticipated to devastate the Pacific fleet and morale in the U.S. Navy, so it would not be adequate to altercation posterior as the Japanese battalion commence to advancement on destination perpendicular to the South Pacific. One apprehension why Japan bombed Pearl Harbor was not met to an enlarged commitment for logical resources. Japan had heightened demand for essential resources like oil, minerals and steel as their goals for amplification in Asia and the Pacific blister. To escalate their capability in Asia, and reduce their dependence on the west to obsess resources, the Japanese military looked towards Manchurias iron and coal, Indochinas rubber, and Chinas vast range of instinctive resources. Japan has added up urgency for innate resources like oil, minerals and steel as their goals for extension in Asia and the Pacific amplified. The United States also had an obvious interest in these accustomed resources, and in response to the Japanese aggression, the U.S. Congress placed restrictions on doing business with Japan. If that was not enough, Japanese assets in the United States were frozen. Japan felt that if it could take over areas with universal resources it would be more powerful; however, thi s led to the intervention Pearl Harbor in hopes that it would destroy the U.S. Pacific Fleet and weaken the resolve of the American people. They hoped that the defeat at Pearl Harbor would be so devastating, that Americans would immediately give up. The goal was a quick capitulation allowing Japan to continue imperial inflation. Another sense for why Japan bombed Pearl Harbor is because of restrictions. The great Depression worsened japans economic state as the price of silk dropped drastically. The United States had interest in these areas and their native resources. The U.S. Congress passed the Export Control Act, which prohibited the export of strategic minerals and chemicals, aircraft engines, parts and equipment to Japan. This ban gave a great set back to Japanese economy and their trade and service was adversely affected. In response to Japans aggression, the U.S. Congress placed restraint on business with Japan assets and desire for spread in the Pacific. Roosevelt banned all exports of scrap iron, steel and oil to Japan. The embargo was the argumentation Japan invaded China, they had lost more than 90% of its oil supply. Japan did not want to rely on foreign imports; they wanted to create a colonial empire by conquering countries rich in probable resources. They looked towards China, Indochina, and the Pacific to meet these obligations. The Japanese army acted independently from the government and in September 1931, led by General Tojo, invaded the resource-rich province of Manchuria in Northern China. The Unites States and Britain supported China against the actions of Japan. If that were not enough, Japan assets in the United States were frozen. The last logic that Japan besieged Pearl Harbor is due to expansion in the pacific. President Roosevelt relocated the U.S. Pacific fleet from California to Pearl Harbor in 1939, which revolved out to be a intimidation to Japan, whom wanted to broaden in the Pacific. Force leaders and politicians saw a war between the U.S. and Japan as inevitable, with the explanation being to outbreak first. Japanese military officials accursed the countrys economic implications on untrustworthy politicians and accept that the only way to get the commonplace material goods were by seizing other territories. Japan had imperial ambitions to develop to China to solve some demographic and economic obstacle and to take over the Chinese import market. Without oil Japans servicepeople could not operation and all war effects would be to an end. Japan wanted to move into the Dutch East Indies and Malaya to conquer territories that could provide important constant supplies such as oil and rubber. By destroyi ng a large quantity of the American fleet, they hoped to conquer the Philippines and Malaya while America was still convalescent from its own disturbance- contemporaneous intrusion were put in motion on these places while Pearl Harbor was taking place. They wanted the U.S. to acquiesce to their magnification into Asia. The Japanese were keen on eliberate their empire and had to make a compromise between concede or moving to war with the United States.

Saturday, May 9, 2020

What Absolutely Everybody Is Saying About Top College Essay Samples

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Wednesday, May 6, 2020

Gladwell Free Essays

Essay I : Gladwell argues that success is not the result of innate talent, but of practice and of being in the right place at the right time. Critically evaluate this argument. Malcolm Gladwel Analyses in his latest book Outliers , the circumstances that made some people successful . We will write a custom essay sample on Gladwell or any similar topic only for you Order Now He shows another aspect of their self-made rise to success. Gladwell gives the definition of an outlier as an unusual person ‘classed differently from a main or related body’ (2008:3), in other words out of the ordinary. He argues that success is not in any case a matter of talent, but of practice, of social status, culture, and of being in the right place at the right time. The aims of this essay is to evaluate whether Gladwell’s argument are true, and how reliable are the evidence used to support his arguments. I will critically evaluate, and identify the type of evidence used by the author, which sometime tend to be unconvincing. This essay is organised into two great section. Each section present arguments and evidence used by Gladwell , an evaluation of these , and finally other examples and comparisons. The first section will argue about the fact that success is not the result of innate abilities but of practice. It will be illustrated through examples of the ‘10,000-Hour rules’, were individuals allocate a certain amount of time to become an expert. However Gladwell insist on the fact that practice is not the only way to become succeful, as being at the right place in the right time is important as well. Thus, the second section will present five arguments that support this idea. Firstly I will argue about the relative age effect through the examples of hockey players. Secondly, the demographical advantage will be presented through the example of ‘the seventy-five richest people’ and the example of successful American businessmen. Thirdly, I will talk about the family background argument with the example of the ‘entitlement (2008:105). Finally, I will present the argument of Ethnicity through the example of minority law student at the university of Michigan. Gladwell present the correlation between innate talent and practice through examples stories. Indeed, the first example from his argument is the one considering the three group of violinist. The thirds group appears as the elite one because of the amount of practice allocated according to K. Anders Ericsson. The example of Mozart is then presented by showing the amount of time he have been practicing to become a prodigy. For those two examples he uses evidence from psychology studies and conclude that there is a ‘ten thousand hours’(2008:40) rule to become successful. Furthermore he uses approximations to confirm his argument, as he noted ‘ what’s ten years? It’s roughly what it takes to put in ten thousand hours of practice [†¦] the magic number of greatness’ (2008:41). This approximation is without any doubt perplexing. Gladwell gives further exceptional example to defend his theory. Among them the example of the Beatles who practiced ten years before becoming very famous , which is again another confirmation of the ‘ ten thousands hours’ theory. To summarise, Gladwell pretends that there is no such thing as innate talent , but the a rule of ten thousands hours to become an expect. Galton (Cited in Ericsson, Krampe and Clemens, 1993) argues that eminent performance is determined by innate capacity and genetics, through his example of the human body. Gladwell is in fact choosing his evidence according to his opinion, which is actually not very objective. He uses Ericsson’s study of 1990 as evidence, whereas three year later the same author argued that sufficient amount of experience and practice does not lead to greatness (Ericsson, Krampe and Clemens; 1993). Moreover, the idea of ten thousands hours cannot be verified universally. Some individuals might need more time to reach the level of an expert, as well as the amount of time may differ according to the field involved. According to Gladwell practice is not the only way to achieve greatness, opportunities, timing and backgrounds are also important. Gladwell argues that talent , hard work and passion are not enough to be successful. Another element is also important. To be born in the right time. Indeed, Gladwell supports this argument by giving the example of the relative age effect in hockey player in Canada. According to Roger Barnsley study, players who were born after January ( entry cutoff age for hockey class) ‘have had the benefit of critical extra month of maturity’ (2008:24). Gladwell does not show good reference about Roger Barnsley, as he relates the author study to an approximate date; He noted: ‘It wasn’t until the mid-1980s that [†¦] Roger Barnsley first drew the attention to the phenomenon of relative age. ’ (2008:21). The reader is not able to verify the reference properly. At the end of the book, Gladwell give the reference of a review about Roger Barnsley published in 2001. In 2011 Gibbs, Jarvis and Dufur argues that being a small kid increase the performance as they have to work twice as hard as the one born after the cutoff date. Moreover, youngest people are more are more successful at university as the cutoff maginalise them and let them focus more on studies (Billari Pellizzari,2008). Here we can see that Gladwell is not using actual references. Knowing the creation date of a source is important as this help verify the currency of the evidence. Another example of the unknown provenance of Gladwell’s evidence, is the table that shows ’the seventy-five richest people in human history’ (2008:56). There is now reference for this table. From a critical point of view, nothing shows that there are actually seventy-five richest people in the human history. The ranking of rich Americans (2008:62), does not show any provenance. Gladwell pretends that those people were born in a strategic time that allowed them to be ready for certain period of growth, which will then lead them to success. His argument is strong, as real facts witness it; however the evidence used is not accurate. Gladwell show the difference between children from a poor family background and the middle-class children through Annette Lareau’study. Again, no date is shown as a reference. Moreover, he supports his argument that middle-class children are more asserted in society than poor children, through an anecdote. He gives the story of two children behaving differently in a doctor interview. Gladwell emphasizes on their names and personalities to support his argument. He noted that ‘Alex Williams is better off than Katie Brindle because he’s wealthier and because he goes to better school, but also because [†¦] the sense of entitlement that he has been taught is an attitude perfectly suited to succeeding in the modern world. (2008:108). This anecdote is unfortunately making Gladwell’s argument unconvincing. Comparing two random and unknown individuals cannot persuade any critical reader those richer individuals are better than the others. Furthermore, to stay on the same aspect, Gladwell justify Alex Williams’ position, not because of his racial attributes as being white, but because of his â⠂¬Ëœcultural advantage’(2008:108). When considering the population of the United States for instance, no big difference exists between black and white people as they live in the same country, with the same nationality. An implicit meaning, that white people are better than black people, could be understood by a critical reader. It will no longer be a matter of ‘cultural advantage’, but a matter of ethnicity. Michigan minority Law students are another example of Gladwell’s assumptions of Ethnicity reasons. He noted that in law studies white student are better than minority students (2008:85), with no origin of this information. He quotes Richard Lempert who wrote his study in 2000. The date of this reference is unfortunately unreliable when comparing the year of Outliers’ publication (2008). I have examined in this essay the arguments and evidence used by Gladwell in his book Ouliers (2008), to support the fact that success is not the result of innate talent, but of practice and of being in the right place at the right time. For that I initially examined the relationship between innate talent and practice through Gladwell’s believes of the ‘Ten Thousands hours’ practice to succeed. But also, by projecting and comparing this theory with a universal point of view. I then moved the second part of Gladwell’s argument which is about timing, opportunities and backgrounds; as being in the right place at the right time. I considered the examples of the hockey players with the aspect of the relative age; then I argued about the demographical advantages, being born in a strategic period of growth; family background was ten presented as being another explanation of success; and finally the aspect of ethnicity. We have seen so far that Gladwell is using acceptable arguments. However , the types of evidence he uses are not accurate. Indeed, the use of anecdote, tables without any reference would not persuade the reader. Moreover his generalizations of assumptions are not convincing, and leave perplexed any critical reader who might not find this book useful as a reference. To my point of view, practice and opportunities are very important to be successful. However, innate talent is vital, as individuals have defences in capacities. Some people would be better in certain field, whereas others would not be gifted. Passion and motivation will then come to guide skilled individuals to the road of expertise, and maybe if the opportunities arises, to the road of success. References: Gladwell, M. (2008). Outliers Ericsson, K. Ander. ; Krampe, Ralf Th. ; Tesch-Romer, Clemens. (1993). The Role Of Deliberate Practice in the Acquisition of Expert Performance. Psychological Review, vol. 100, issue 3, pp. 363 Bedard, K and Dhuey, E, (2006). The persistence of early childhood maturity: international evidence of long run age effects, Quarterly Journal of Economics, vol. 121, issue 4, pp. 1437-1472 Musch, J and Grondin, S, (2001). Unequal competition as an impediment to personal development: a review of the relative age effect in sport, Developmental Review, vol. 21, issue 2, pp. 147-167 Gibbs,B. G. ; Jarvis,J. A. ; Dufur, M. J. (2011). The rise of the underdog? The relative age effect reversal among Canadian-born NHL hockey players: A reply to Nolan and Howell. International Review for the Sociology of Sport. [Online]. Available at: http://irs. sagepub. com/content/early/2011/08/19/1012690211414343. abstract [ Accessed 27 november 2012] Billari, F. C. ; Pellizzari, M. (2008). The Younger, the Better? Relative Age Effects at University. Journal of Population Economics, 2012, 25 (2), 697-739. [ Online ]. Available at : http://ftp. iza. org/dp3795. pdf [ Accessed 27 november 2012] How to cite Gladwell, Papers

Wednesday, April 29, 2020

John Stubbs Love And Role Playing In A Farewell To Arms John Stubbs Es

John Stubbs' "Love and Role Playing in A Farewell to Arms" John Stubbs' essay is an examination of the defense which he believes Henry and Catherine use to protect themselves from the discovery of their insignificance and "powerlessness...in a world indifferent to their well being..." He asserts that "role-playing" by the two main characters, and several others in the book, is a way to escape the realization of human mortality which is unveiled by war. Stubbs thinks that Hemingway utilized role-playing as a way to "explore the strengths and weaknesses of his two characters." Stubbs says that by placing Henry's ordered life in opposition to Catherine's topsy-turvy one, and then letting each one assume a role which will bring them closer together, Hemingway shows the pair's inability to accept "the hard, gratuitous quality of life." Stubbs begins by showing other examples, notably in In Our Time and The Sun Also Rises, in which Hemingway's characters revert to role-playing in order to escape or retreat from their lives. The ability to create characters who play roles, he says, either to "maintain self-esteem" or to escape, is one Hemingway exploits extraordinarily well in A Farewell to Arms and therefore it "is his richest and most successful handling of human beings trying to come to terms with their vulnerability." As far as Stubbs is concerned, Hemingway is quite blatant in letting us know that role-playing is what is occurring. He tells that the role-playing begins during Henry and Catherine's third encounter, when Catherine directly dictates what is spoken by Henry. After this meeting the two become increasingly comfortable with their roles and easily adopt them whenever the other is nearby. This is apparent also in that they can only successfully play their roles when they are in private and any disturbance causes the "game" to be disrupted. The intrusion of the outside world in any form makes their role-playing impossible, as evidenced at the race track i n Milan, where they must be alone. The people surrounding them make Catherine feel uncomfortable and Henry has to take her away from the crowd. He goes on to describe how it is impossible for them to play the roles when they are apart and how they therefore become more dependent upon each other's company. Stubbs goes on to explain how, "neither mistakes role-playing for a truly intimate relationship, but both recognize that it can be a useful device for satisfying certain emotional needs." He says that originally Henry and Catherine are playing the "game" for different reasons but eventually move to play it as a team. Henry is role-playing to regain the sense of order he has lost when he realizes the futility of the war and his lack of place in it. Catherine is role-playing to deal with the loss of her fiance and to try to find order in the arena of the war. When they are able to role-play together, "the promise of mutual support" is what becomes so important to them as they try to cope with their individual human vulnerability. He also analyzes the idyllic world introduced early in the story by the priest at the mess and later realized by Henry and Catherine in Switzerland. They fall fully into their roles when they row across the lake on their way to their idealized world. The fact that they actually are able to enter this make-believe world strengthens their "game" and allows it to continue longer than it would have otherwise. And once they are in this new world they adopt new roles which allow them to continue their ruse. They also need to work harder to maintain the "game" because far from the front they are both still aware the war is proceeding and they are no longer a part of it. The world in which they exist in reality (!) is not conducive to role-playing because it tries repeatedly to end their "game". Stubbs manages to uncover numerous instances in which the two are role-playing and he makes a very interesting case that this is exactly what they are doing and not just his imagination reading into the story. He does make certain assumptions, that their love is not "real",

Friday, March 20, 2020

Why Deflation Doesnt Happen During a Recession

Why Deflation Doesn't Happen During a Recession When there is economic expansion, demand seems to outpace supply, particularly for goods and services that take time and major capital to increase supply. As a result, prices generally rise (or there is at least price pressure), particularly for goods and services that cannot rapidly meet the increased demand, such as housing in urban centers (relatively fixed supply), and advanced education (takes time to expand/build new schools). This doesnt apply to cars because automotive plants can gear up pretty quickly. Conversely, when there is an economic contraction (i.e. recession), supply initially outpaces demand. This would suggest that there would be downward pressure on prices, but prices for most goods and services dont go down and neither do wages.  Why do prices and wages appear to be sticky in a downward direction? For wages, corporate/human culture offer up a simple explanation: people do not like to give pay cuts... managers tend to lay off before they give pay cuts (though there exist some exceptions). That said, this doesnt explain why prices dont go down for most goods and services. In  Why Does Money Have Value, we saw that changes in the level of prices (inflation) were due to a combination of the following four factors: The supply of money goes up.The supply of goods goes down.Demand for money goes down.Demand for goods goes up. In a boom, we would expect that the demand for goods to rise faster than the supply. All else being equal, we would expect factor 4 to outweigh factor 2 and the level of prices to rise. Since deflation is the opposite of inflation, deflation is due to a combination of the following four factors: The supply of money goes down.The supply of goods goes up.Demand for money goes up.Demand for goods goes down. We would expect the demand for goods to decline faster than the supply, so factor 4 should outweigh factor 2, so all else being equal we should expect the level of prices to fall. In  A Beginners Guide to Economic Indicators we saw that measures of inflation such as the Implicit Price Deflator for GDP are pro-cyclical coincident economic indicators, so the inflation rate is high during booms and low during recessions. The information above shows that the inflation rate should be higher in booms than in bursts, but why is the inflation rate still positive in recessions? Different Situations, Different Results The answer is that all else is not equal. The money supply is constantly expanding, so the economy has a consistent inflationary pressure given by factor 1. The Federal Reserve has a table listing the M1, M2, and M3 money supply. From Recession? Depression? we saw that during the worst recession America has experienced since World War II, from November 1973 to March 1975, real GDP fell by 4.9 percent. This would have caused deflation, except that the money supply rose rapidly during this period, with the seasonally adjusted M2 rising 16.5% and the seasonally adjusted M3 rising 24.4%. Data from Economagic shows that the Consumer Price Index rose 14.68% during this severe recession. A recessionary period with a high inflation rate is known as stagflation, a concept made famous by Milton Friedman. While inflation rates are generally lower during recessions, we can still experience high levels of inflation through the growth of the money supply. So the key point here is that while the inflation rate rises during a boom and falls during a recession, it generally does not go below zero due to a consistently increasing money supply.   In addition, there may be consumer psychology-related factors that prevent prices from decreasing during a recession- more specifically, firms may be reluctant to decrease prices if they feel like customers will get upset when they increase prices back to their original levels at a later point in time.

Wednesday, March 4, 2020

The History Behind the Presidents Resolute Desk

The History Behind the Presidents Resolute Desk The Resolute desk is a massive oak desk closely associated with presidents of the United States due to its prominent placement in the Oval Office. The desk arrived at the White House in November 1880, as a gift from Britains Queen Victoria. It became one of the most recognizable pieces of American furniture during the administration of President John F. Kennedy, after his wife realized its historic significance and had it  placed in the Oval Office. Photographs of President Kennedy seated at the imposing desk, as his young son John played beneath it, peeking out from a door panel, captivated the nation. The story of the desk is steeped in naval lore, as it was crafted from oak timbers of a British research vessel, HMS Resolute. The Resolutes fate became wrapped up in the exploration of the Arctic, one of the great quests of the mid-1800s. The Resolute had to be abandoned by its crew in the Arctic in 1854 after becoming locked in ice. But, a year later, it was found drifting by an American whaling ship. After a meticulous refitting at the Brooklyn Navy Yard, the Resolute was then sailed by an American naval crew to England. The ship, with great fanfare, was presented by the American government to Queen Victoria in December 1856. The return of the ship was celebrated in Britain, and the incident became a symbol of friendship between the two nations. The story of the Resolute faded into history. Yet at least one person, Queen Victoria, remembered. Decades later, when the Resolute was taken out of service, the British monarch had oak timbers from it saved and crafted into a desk for American presidents. The gift arrived, as a surprise, at the White House during the administration of President Rutherford B. Hayes. The Story  of H.M.S. Resolute The bark H.M.S. Resolute was built to withstand the brutal conditions of the Arctic, and the heavy oak timbers used in its construction made the ship uncommonly strong. In the spring of 1852 it was dispatched, as part of a small fleet, to the waters north of Canada, on a mission to search for any possible survivors of the lost  Franklin Expedition. The ships of the expedition became locked in ice and had to be abandoned in August 1854. The crews of the Resolute and four other ships set out on a dangerous journey over ice to meet up with other ships that could return them to England. Before abandoning the vessels, the sailors had secured hatches and left things in good order, though it was assumed the ships would be crushed by encroaching ice. The crew of the Resolute, and the other crews, made it safely back to England. And it was assumed the ship would never be  seen again. Yet, a year later, an American whaler, the George Henry, saw a vessel drifting on the open ocean. It was the Resolute. Thanks to its astoundingly sturdy construction, the bark had withstood the crushing ice. After breaking free during a summer thaw, it somehow drifted a thousand miles from where it had been abandoned. The crew of the whaling ship managed, with great difficulty, to sail the Resolute back to harbor in New London, Connecticut, arriving in December 1855. The New York Herald published an extensive front-page story describing the Resolutes arrival at New London  on December 27, 1855. The British government was informed of the find, and accepted that the ship was now, according to maritime law, the property of the whaling crew who had found her on the open ocean. Members of Congress became involved, and a bill was passed authorizing the federal government to purchase the Resolute from the private citizens who were its new owners. On August 28, 1856, the Congress authorized $40,000 to purchase the ship, refit it, and sail it back to England to present to Queen Victoria. The ship was quickly towed to the Brooklyn Navy Yard, and crews began restoring it to seaworthy condition. While the ship was still quite sturdy, it needed new rigging and sails. The Resolute sailed from the Brooklyn Navy Yard on November 13, 1856, bound for England. The New York Times published an article the following day which described the extreme care the U.S. Navy had taken in repairing the ship: With such completeness and attention to detail has this work been performed, that not only has everything found on board been preserved, even to the books in the captains library, the pictures in his cabin, and a musical-box and organ belonging to other officers, but new British flags have been manufactured in the Navy Yard to take the place of those which had rotted during the long time she was without a living soul on board.From stem to stern she has been repainted; her sails and much of her rigging are entirely new, the muskets, swords, telescopes, nautical instruments, etc., which she contained have been cleaned and put in perfect order. Nothing has been overlooked or neglected that was necessary to her most complete and thorough renovation. Several thousand pounds of powder which were found on board will be taken back to England, somewhat deteriorated in quality, but still good enough for ordinary purposes, such as firing salutes. The Resolute had been built to withstand the Arctic, but was not very fast on the open ocean. It took nearly a month to reach England, and the American crew found itself in peril from an intense storm just as it neared Portsmouth harbor. But conditions suddenly changed and the Resolute arrived safely and was greeted with celebrations. The British extended a welcome to the officers and crew who had sailed the Resolute to England. And even Queen Victoria and her husband, Prince Albert, came to visit the ship.   Queen Victorias Gift In the 1870s the Resolute was taken out of service and was going to be broken up. Queen Victoria, who apparently harbored fond memories of the ship and its return to England, directed that oak timbers from the Resolute be salvaged and made into a gift for the American president. The enormous desk with elaborate carvings was crafted and shipped to the United States. It arrived in a huge crate at the White House on November 23, 1880. The New York Times described it on the front page the following day: A large box was received and unpacked at the White House today, and was found to contain a massive desk or writing table, a present from Queen Victoria to the President of the United States. It is made of live oak, weighs 1,300 pounds, is elaborately carved, and altogether is a magnificent specimen of workmanship. The Resolute Desk and the Presidency The massive oak desk remained in the White House through many administrations, though it was often used in upstairs rooms, out of  public view. After the White House was gutted and restored during the Truman administration, the desk was placed in a ground floor room known as the broadcast room. The enormous desk had fallen out of fashion, and was essentially forgotten until 1961. After moving into the White House, First Lady Jacqueline Kennedy began exploring the mansion, becoming familiar with the furniture and other fittings. She discovered the Resolute desk in the broadcast room, obscured under a protective cloth covering. The desk had been used as a table to hold a motion picture projector. Mrs. Kennedy read the plaque on the desk, realized its significance in naval history, and directed that it be placed in the Oval Office. A few weeks after President Kennedys inauguration, the New York Times published a story about the desk on the front page, under the headline Mrs. Kennedy Finds a Historical Desk for President.   During the administration of Franklin Roosevelt, a front panel, with a carving of the Great Seal of the United States, was installed on the desk. The panel had been requested by President Roosevelt to hide his leg braces. The desks front panel opened on hinges, and photographers would snap the Kennedy children playing under the desk and looking out through its unusual door. Photographs of President Kennedy working at the desk as his young son playing under it became iconic images of the Kennedy era. After President Kennedys assassination the Resolute desk was removed from the Oval Office, as President Johnson preferred a simpler and more modern desk. The Resolute desk, for a time, was on display in the Smithsonians American Museum of American History, as part of an exhibit on the presidency. In January 1977, incoming President Jimmy Carter requested that the desk be brought back to the Oval Office. All the presidents since have used the gift from Queen Victoria crafted of oak from H.M.S. Resolute.

Sunday, February 16, 2020

Emergency Management Assignment Example | Topics and Well Written Essays - 250 words - 5

Emergency Management - Assignment Example In contrast, MEPP seeks to improve emergency management capabilities by focusing on already trained personnel. In other words, MEPP is an advancement of emergency management exercises. Hit by significant budget cuts, FEMA could eliminate MEPP and make an integral part of the Independent Study Courses. The idea is to eliminate it as a standalone program but provide for its accommodation in Independent Study Courses. Eliminating Independent Study Courses is not an option because doing so would jeopardize national preparedness goal. Persons with emergency management responsibilities and the public at large need the Independent Study Courses (Jenkins, 2011). Eliminating this important program would create a void in management of emergencies in the public context. Given that MEPP is an advancement program, FEMA should eliminate it because the Independent Study Courses could still provide for advancement opportunities as far as the program is concerned. The social and economic benefits of Independent Study Courses outweigh the improvements covered in the MEPP

Sunday, February 2, 2020

Art Essay Example | Topics and Well Written Essays - 750 words - 8

Art - Essay Example In this definition, art was now seen as a means of livelihood but still possesses skill which is in line with the 12th century definition. There was a change in attitude during the age of enlightenment in the 18th century, and art was defined as â€Å"a pursuit or occupation in which skill is directed toward the ratification of taste or production of what is beautiful†. This means that the artist should aim to produce his or her piece into something that is beautiful. In this century we can now hear that art is now associated with beauty, taste and elegance. In the 18th century, artists such as Fragonard, Gainsborough, Tiepolo and writers elevated their social status in the community because of the development of these new standards. Matthew Arnold a British poet stated in the 19th century that â€Å"we mean by art not merely an aim to please, but also pure and faultless workmanship†. What Arnold means by this is that artists should exhibit skill in their work of art wh ich he referred to as â€Å"pure and faultless workmanship† as stated above, but will also aim to create something that is of aesthetic beauty. Arnold was being defensive on this well established idea that artist should exhibit skill because he reaffirms the idea of the Avante Grade that the artist should be the center of what art is. In this century artists were viewed as prophets of the new cultural ideas which are taking more extensive liberties to the idea of technique, subject matter and interpretation. Avant Garde is a group of people who are active in invention and applying new techniques in a given field such as arts. The Avant Garde artists that is possessing creative talents are separated from the ordinary mortals and were viewed as a special and sublime class of people. Due to Avant Garde’s role in art, artist introduced a myth that before great artists gets fully appreciated they have to die. This is because these artists are so great that their

Saturday, January 25, 2020

Leadership style in national oil corporation

Leadership style in national oil corporation CHAPTER ONE INTRODUCTION 1.1 Background of the study Libya is a member of the Organization of Petroleum Exporting Countries (OPEC) and holds the largest proven oil reserves in Africa. Libya has attracted hydrocarbon exploration since 1956, when the first wildcat oil well was drilled onshore in the Sirte Basin. Libya granted multiple concessions to Esso, Mobil, Texas Gulf, and others, resulting in major oil discoveries by 1959. The government dominates Libyas economy through control of oil resources, which account for approximately 95% of export earnings, 75% of government receipts, and over 50% of GDP. The National Oil Corporation was established in 1970. It dominates Libyas oil industry, along with a number of smaller subsidiaries, which combined account for around half of the countrys oil output.   Figure 1.1the map of Libya describes Gas Pipeline, Oil Pipeline, Oil Field, Liquefied Gas Planet Oil Terminal (Oil Exporting harbor) and Petroleum refining which owned and controlled by National Oil Corporation in Libya.  Ã‚   National Oil Corporation is carrying out exploration and production operations through its own affiliated companies, or in participation with other companies under service contracts or any other kind of petroleum investment agreements. This is in addition to marketing operations of oil and gas, locally and abroad. NOC has its own fully owned companies which carry out exploration, development and production operations, in addition to local and international marketing companies. NOC also has participation agreements with specialized international companies. Such agreements have developed into exploration and production sharing agreements, in accordance with the development of the international oil and gas industry, and international petroleum marketing. The National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertakin g development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. The Brega Petroleum Marketing Company, a subsidiary of NOC, was set up to carry out the marketing activities of NOC, and the marketing assets of all the foreign oil companies were nationalized. A point of thatduring the past four decades, the impact of leadership styles on organizational performance has been a topic of interest among academics and practitioners working in the area of leadership (Darwish, 1998; Sadler, 2003; Rowe et al., 2005; Gadot,2007; Yiing, and Zaman Ahmad, 2009). The researcher would like to examine how leadership style influences organization performance in Libya in (NOC). Rowe et al (2005) pointed out that the most prominent reason for this interest is the widespread belief that leadership can affect organizations performance (Jing and Avery, 2008). In addition, the creation of a state-owned oil company allowed Libya to follow in the footsteps of other oil-producing economies, where control of such a revenue-generating resource lay with the government. Soon after its establishment, NOC signed a joint venture agreement with the U.S. Occidental Petroleum involving production-sharing. In 1971, NOC arranged a processing deal with Sincat of Italy for refining oil products for domestic consumption, thereby providing a cheap supply of oil for internal Libyan consumption. A joint drilling company was formed with Saipem, a subsidiary of the Italian ENI, in early 1972. By April 1974, production-sharing agreements had been reached with Exxon, Mobil, Compagnie Franà §aise des Pà ©troles, Elf Aquitaine, and Agip. By using the surplus funds and technical expertise of the foreign oil companies, the problem of stimulating investment in exploration was resolved. In 1980, the Libyan Arabian Gulf Oil Company (Agoco) was established by NOC throug h the amalgamation of the Arabian Gulf Exploration Company, Umm-al-Jawabi Oil Company, and direct NOC exploration and production interests. NOC continued to make production-sharing agreements. In 2004, NOCs estimated crude oil output was 1.623 million barrels per day. The company hoped to raise its production to two million barrels per day by 2007. Figure 1.2 below shows the revenue of National Oil Corporation in Libya from (1999 to 2009).   This study set out to investigate whether there is an interrelation between transformational leadership style and organizational culture, and the effect of organizational culture on the relationship between transformational leadership style with organizational commitment and job satisfaction in the National Oil Corporation in Libya.   In particular, our knowledge would benefit from an understanding of how leadership and organizational culture affect job satisfaction and organizational commitment. The study examines Libya National Oil Corporation in relation to leadership style in the organization. Thus, the study also would like to explore an organizational culture of the National Oil Corporation and finally how does leadership style in particular transformational leadership style may influence the National Oil Corporation progresses.   The subject of leadership is interesting for many researchers. In addition, the continued search for good leaders has resulted in the development of many leadership theories (Mosadegh and Yarmohammadian, 2006). According to Oluseyi and Ayo (2009) Leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. In recent years, leadership has been studied in various ways, depending on the researchers methodological preferences and definition of leadership (Chen, 2002; Reuvers, et al., 2008; Gadot, 2007). Oluseyi and Ayo (2009) defined Leadership as the moral and intellectual ability to visualize and work for what is best for the company and its employees. Good management and effective leadership help to develop team work and the integration of individual and group goals. On the other hand, Kenny and Zaccaro (1983) suggested that leaders to be successful need a behavioral repertoire and the ability to select the right role for the situation. To do this, leaders need both cognitive and behavioral complexity and flexibility a leader needs the ability to perceive the needs and goals of a constituency and the ability to adjust ones personal approach to group action (Leban and Zulauf 2004). Therefore, Mosadeghrad et al (2006) pointed out that while there are several styles of leadership such as: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. No one leadership style is ideal for every situation, since a leader may have knowledge and skills to act effectively in one situation but may not emerge as effectively in a different situation. In contrast, Darwish (1998) pointed out that there is wide disagreement among scholars with regard to effective leadership style. For instance, Brozik (1994) argues that no one type of leadership style is the best in all situations. The leader, subordinates and the environment or the task determine the effectiveness or ineffectiveness of each style Kur (1995) believes that effectiveness in leading is directly related to the leaders way of thinking about him, subordinates, organization and environment. Likert   (1977)argue that the participative style is more productive in any culture. In the last three decades many scholars had received increasing attention to two new paradigms called transformational leadership and transactional leadership where the interests of the study are. It added a new dimension to organizational studies, namely the visionary aspect of leadership and the emotional involvement of employees within an organization. The basic notion is that a visionary leader can create an impression that he has high competence and a vision to achieve success (Jing and Avery, 2008). According to Bass (1985) developed a theory of visionary or transformational leadership whereby the leader inspires and activates subordinates to perform beyond normal expectations (Jing and Avery, 2008). The study would like to examine this in National Oil Corporation in Libya. On other hand, Lowe et al., (1996) pointed out that there are four dimensions of transformational leadership style such as: Idealized influence or charisma, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass et al., 2003; Piccolo and Colquitt, 2006), defined these dimensions for transformational leadership as follows: Idealized influence or Charisma is the degree to which leaders behave in such a charismatic way that followers identify with them. Inspirational motivation is the degree to which leaders articulate visions for the future that appeal to followers. Intellectual stimulation is the degree to which leaders challenge assumptions, take risks, and solicit followers ideas. Individualized consideration is the degree to which leaders attend to followers needs, act as mentors or coaches, and listen to followers concerns. Bass, (1985), Burns (1978) Leadership is considered a factor that has a major influence on the performance of organizations, managers and employees. More recently, researchers have focused mainly on the subordinates perspective and proposed two main facets of leadership transactional and transformational. This theory suggests that transformational leadership, more than transactional leadership, has a stronger positive effect on employees attitudes towards their job, their job environment, and ultimately affects their work performance. Oluseyi and Ayo (2009) pointed out that leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. On the other hand, Xenikou and Simosi (2006) suggested that organizational culture and transformational leadership have been theoretically and empirically linked to organizational effectiveness. During the 1990s a number of comparative studies on the culture-performance link showed that certain culture orientations are conducive to performance. Lok and Crawford (2004) pointed out that organizational culture can influence how people set personal and professional goals, perform tasks and administer resources to achieve them. Organizational culture affects the way in which people consciously and subconsciously think make decisions and ultimately the way in which they perceive. While other researchers has suggested that organizational culture can exert considerable influence in organizations particularly in areas such as performance and commitment. Bass (1985) said that transformational leaders frequently change their organizations culture with a new vision and revision of its shared assumptions values and norms. In a transformational culture, there is generally a sense of purpose and a feeling of family. Superiors feel a personal obligation to help new members assimilate into the culture. Assumptions, norms, and values do not preclude individuals from pursuing their own goals and rewards. In addition, Bass (1985) mentioned that transformational qualities lead to performance beyond expectations in organizational settings. A study of Ogbonna and Harris (2000) organizational culture and leadership finds that the two areas have been independently linked to organizational performance. A little critical research attention has been devoted to understand the links between the leadership and culture also and the impact that such an association might have on organizational performance (Ogbonna and Harris, 2000). Organizational commitment is an important employee attribute from the organizations perspective. Several studies have found relationships between high-commitment human resource policies and positive organizational outcomes such as productivity, quality, and profitability (Perryer and Jordan 2005). Organizational commitment has been studied in relation to employee performance there is still considerable controversy surrounding the precise nature of the relationship. While there is some evidence to suggest that organizational commitment is a mediating variable between leadership and performance. Consequently, studies that examine the complex relationships and interaction between these variables will be of value to management theorists and practitioners. Lok and Crawford (2004) said that organizational commitment and job satisfaction have received significant attention in studies of the work place. This is due to the general recognition that these variables can be the major determinants of organizational performance and effectiveness. A numerous of studies in the area of job satisfaction and organizational commitment have been asserted that leadership and organizational culture have significant impact on both job satisfaction and organizational commitment (Chen and Francesco, 2000; Mathieu and Zajac, 1990; Williams and Hazer, 1986). Lok and Crawford (2004) had the same result in his research which has been done to make comparative between Hong Kong and Australian managers the result confirms that organizational culture and leadership styles are important organizational antecedents of job satisfaction and commitment. However, the influence of national culture on leadership styles, organizational culture and their subsequent effects on employees job satisfaction and organizational commitment were not explored intensively enough in National Oil Corporation in Libya. To choose National Oil Corporation in Libya for the current study because Libya is a member of the Organization of Petroleum Exporting Countries (OPEC). It holds the largest proven oil reserves in Africa which make it as one of the most important oil-producing countries in Africa and in the world. Therefore, petroleum sector in Libya is very important sector which is like the backbone of Libyan economy. In this context, National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertaking development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. In additionally, the study expected to offer some useful information of leadership style in National Oil Corporation in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. 1.2 Purpose of Research Study The purpose of this study is to explore the relationship between transformational leadership, organizational culture, with job satisfaction and organizational commitment in National Oil Corporation in Libya. Cameron and Quinn (1999) pointed out that numerous studies report the most frequent reason given for the failure of planned organizational change was due to a neglect of the organizational culture. According to Schneider (2000) Organizational culture is a key to organizational success, and effective leadership is the means by which the culture is created and managed. Understanding organizational culture is an important activity for managers because it affects strategic development, productivity and learning at all levels of management (Twati and Gammack, 2006). The relationship between transformational leadership style and organizational culture was examined by some researchers such as Xenikou and Simosi (2006), who asserted in his study that organizational culture had direct impact on organization performance while transformational leadership had indirect positive influence on performance through its impact achievement orientation. This study showed that organizational culture mediates the effect of transformational leadership on performance. Therefore, the purpose of the study is to accept or reject the suppositions that there is a relationship between transformational leadership style organizational culture with job satisfaction and organization commitment in National Oil Corporation in Libya. Therefore, Yiing and Bin Ahmad (2009) pointed out that leaders behaviors have positive and significant relationship with organizational commitment. On the other hand, cultures have significant moderating effects on the relationship between leadership behaviors and organizational commitment. However, the main academic purpose of this study is to make a contribution in leadership field behaviors on culture and on organization behavior in the petroleum sector in Libya. 1.3 Problem Statement The oil sector is the most important sector in Libya. Libya is one of the most important oil-producing countries in Africa and in the world and that the interest in this sector is very important. Therefore, this sector needs professionals leaders who can achieve all the goals of both employees and organization. An organization short on capital can borrow money, and one with a poor location can move. But an organization short on leadership has little chance for survival (Darwish, 1998).   A set of characteristics that help leaders to achieve the plans, programs, policies and strategy that have been developed and the advancement of their respective organizations. The most important of these characteristics experience, decision-making, knowledge and to deal with the environmental variables that may occur both within and outside the organization. The weakness of these skills and characteristics makes it difficult for leaders to carry out its functions and achieve organizations goals. Therefore, Chen (2002) found that transformational leadership behaviors have a slightly positive relationship with organizational commitment. While Harris and Mossholder (1996), pointed out that organizational culture stands as the center from which all other factors of human resource management derive. It is believed to influence individuals attitudes concerning outcomes, such as commitment, motivation, morale, and satisfaction. In addition, Bass (1985) have mentioned that demonstrates the relationship between leadership and culture by examining the impact of different styles of leadership on culture. He argues that transformational leaders frequently work towards changing the organizational culture in line with their vision. Similarly, Brown (1992) observes that good leaders need to develop the skills that enable them to alter aspects of their culture in order to improve their organizational performance. The leaders of National Oil Corporation have to know that organizational culture, organization commitment and job satisfaction are very important factors can help them to achieve the goals of the organization, and these variables enhance organization performance. In short, and based to what has been mentioned above, this study is trying to clarify the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment in National Oil Corporation in Libya. Which the researcher believes it does not exist in Libya National Oil Corporation. Specifically, the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment and how organizational culture effect the relationship between transformational leadership style with organizational commitment and job satisfaction   in National Oil Corporation in Libya. The research questions are as follows: Is there any relationship between transformational leadership style organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? Is there any relationship between transformational leadership style job satisfaction in National Oil Corporation in Libya? Is there any relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya? Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya? Is there any relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya? 1.4 Focus and Research Objectives The overall objective of this study is to examine the role of leadership style in the National Oil Corporation in Libya. The specific objective in this study is to clarify the relationship between transformational leadership style with job satisfaction and organizational commitment while organizational culture is the mediate variable in the National Oil Corporation in Libya. The study expected to offer some useful information of leadership style in oil sector in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. The breakdown of these objectives yields the following specific objectives: To determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. To determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. To determine the nature of the relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya.   To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. To determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya. 1.5 Rationale of Study Previous studies have examined the link between leadership paradigms and behaviors and have shown a positive relationship, none has explained the nature of this connection, and therefore, how and why leadership affects performance. Future research needs to address this deficiency. In sum, based on the above discussion, there are many problems and gaps in existing studies of the leadership performance relationship that need to be addressed before a clear picture of this relationship can be drawn (Jing and Avery, 2008). Therefore, the aim of this study is to investigate the relationship between transformational leadership, organizational culture with job satisfaction and organizational commitment in the Notional Oil Corporation in Libya. Therefore, the topic of leadership is very important to the organization performance and the entire petroleum sector. Leaders can set the direction of the organization and it is very significance issue can lead the organization to achieve their goals. To do this study in the Notional Oil Corporation in Libya because Libya is the one of the (OPEC) organization and this sector is very important which is like the backbone of Libyan economy. Therefore, organization culture influences organization performance and also the employees. Organization culture influence perceptions of employees towards investors of technology transfer. Additionally, try to add useful information to improve our knowledge for this field in Libya. 1.6 Significance of Study This study is important for several reasons, to make a positive view of transformational leadership style in the National Oil Corporation in Libya. To clarify the problems and barriers encountered in application of transformational leadership style programs in the National Oil Corporation in Libya in the context to the case included in this study.   In addition, to clarify the role of leadership to improve organization performance in the National Oil Corporation in Libya and to what extent this leadership succeeded to achieve organizations goals. On the other hand, this study is an attempt to participate in and contribute to research resulting in knowledge increases. Assist scholars, and other researches in leadership field. The researcher achieved that the leadership style and organizational culture play a significant role to effect organizational commitment and job satisfaction in National Oil Corporation in Libya. In particular, how transformational leadership style and organizational culture can impact organizational commitment and job satisfaction in National Oil Corporation in Libya. Finally, the researcher achieved the nature of  Ã‚   the relationship between all these concepts such as transformational leadership style, organizational culture, job satisfaction and organizational commitment in National Oil Corporation in Libya. 1.7 Definition of Terms 1.7.1 Leadership Leadership, like most other concepts in social sciences, has no single or unique definition. It has been defined differently by different authors. Leadership is defined as â€Å"the process of influencing employees to work toward the achievement of objectives.† While others defined leadership as a management function, which is mostly directed towards people and social interaction, as well as the process of influencing people so that they will achieve the goals of the organization.   1.7.2 Leadership Style Leadership style is theway to understand why leaders, faced with seemingly identical situations, use such different decision processes. Leadership style can be viewed as a series of managerial attitudes, behaviors, characteristics and skills based on individual and organizational values, leadership interests and reliability of employees in different situations. In the other meaning, it is the ability of a leader to influence subordinates to performing at their highest capability. 1.7.3 Transformational leadership Transformational leadership is   grooms followers into future leaders by giving them freedom to control their behavior, elevates followers concerns from physical to psychological needs, inspires subordinates to consider group rather than self interests, and communicates desired outcomes to let subordinates perceive changes as worthwhile†. While others said that transformational leadership, the leader motivates followers by inspiring them, setting challenges and motivating personal development. Transformational leadership encourages the achievement of high collective standards, through a sense of purpose and a common mission and vision. 1.7.4 Organizational culture Organizational culture as a series of values, the measure of culture focuses on values, whereas definitions of culture which focus on artifacts lead to measures which focus on organizational creations. Organizational culture is the personality of the organization, which comprises of assumptions, values, norms and artifacts of organization members and their behaviors. Organizational culture can be looked at as a system based on the companys value and norms, and organizational behaviors such as its technologies, strategies, products, services and appearance. Organizational culture has been seen as holistic, traditionally decided, and socially built. Culture involves beliefs, values and behavior, exists at a various levels, and manifests itself in a wide range of characteristics of organizational life. 1.7.5 Organizational commitment The word â€Å"commitment† is the strength of an individuals identification with and involvement in a particular organization.   Some researchers explained that commitment has three major components: a strong belief in and acceptance of the organizations goals and values; a willingness to exert considerable effort on behalf of the organization; and a definite desire to maintain organizational membership. 1.7.6 Job Satisfaction Some definitions of job satisfaction focus on the job itself, while others included all the job-related factors. Some researchers have defined satisfaction as positive feeling or aggressive responses; whereas others defined it as the gap between expected gains and the actual gain. Furthermore, satisfied employees have also been shown to exhibit lower levels of absenteeism and higher levels of motivation than their counterparts. In contrast, job satisfaction is generally recognized as a multifaceted construct that includes employee feelings about a variety of both intrinsic and extrinsic job elements. It encompasses specific aspects of satisfaction related to pay, benefits, promotion, work conditions, supervision, organizational practices and relationships with co-workers. 1.8 Organization of Study The present study arranged into six chapters as follows: Chapter One is the background of the study, which states the purpose, problem statement and research questions. This includes the rationale and significance of the study. It also describes the focus and objectives of the study, definition of terms and organization of the study. Chapter Two content overview of leadership concept, leadership theories, leadership styles and concentrate to transformational leadership style. This chapter also covers organizational culture, job satisfaction and organization commitment. Studies on transformational leadership style with organizational culture, organizational commitment and job satisfaction, which include findings of previous studies and their relationship with the current research studies. Chapter Three introduce the research framework and overview, this includes statement of hypothesis. Chapter Four discusses previous research methodologies and the research design. This includes population and sample, which also cover the reliability and validity test of instruments used and the data analysis plan. Chapter Five elaborates on results of the data analysis and hypothesis testing which cover demographic characteristics and statistical analysis. This chapter also describes data analysis for research questions and hypothesis proposition. Chapter Six represents the research findings