University Culture Essay Example for Free

University Culture Essay There are universities all over the world with their own unique cultures which include their own customs among other things. Rice University is a great example of a college with its very own unique culture compared to other universities. E. B. Tyler defined culture as â€Å"†¦that complex whole which includes knowledge, belief, arts, morals, law, custom, and any other capabilities and habits acquired by man as a member of society† (Howe â€Å"Culture† lecture 2011). This is only one of many definitions of culture that have been thrown around by numerous individuals throughout the course of history. This definition in particular fits Rice University extremely well. No one of the before mentioned qualities such as knowledge, morals, or customs make Rice University what it culturally is, but it is when all of these aspects are brought together that Rice really becomes what the university is today. When one matriculates at Rice University they all of a sudden become a part of something much larger than they were before. They become part of a grand family. One of the first things that Rice University drilled into my head when I first arrived was the idea of the honor code, which is really a set of laws that govern the student body. In this system the student is granted a great deal of trust from their professors and the university in as a whole. Things such as take home exams are commonplace thanks to the commitment from the students to respect the honor code. Since such a high focus is placed on the honor code it is in fact a major piece of the culture here at Rice. I feel like this practice works at Rice so well because the students at Rice tend to have shown a great deal of commitment to get into such a great school that they are able to be trusted to be more responsible than the average college student. In different cultures across the planet there are an abundant amount of rituals practiced. Things such as holidays and religion are specific to certain cultures. Rice University has a few rituals of its own. The one that comes to mind most often for people is the running of Baker 13. This is a taboo ritual in the sense that it is prohibited to just anyone (Howe â€Å"Rituals† lecture 2011). This practice would actually be illegal outside of Rice actually. A brief overview of what Baker 13 entails is a bunch of naked college students running around campus at night covered in shaving cream. They attempt to attack any other students unlucky enough to get in their path with a naked, shaving cream covered hug. This practice is unique to Rice University and thus is a way to help establish Rice’s own culture. When it comes to Rice’s ethnic culture things are quite different from the average run of the mill culture. While cultures usually have a specific ethnic group that is prevalent, Rice University prides itself by having so many students with such a wide range of ethnic backgrounds. Rice actually draws from a plethora of ethnic groups, in which â€Å"members share certain beliefs, values, customs, and norms because of their common background† (Howe â€Å"Ethnicity† lecture 2011). This ability to draw from so many different cultures and their ethnic groups is a major part of Rice University’s own culture. Much the same as American culture is borrowed culture from other areas in the world, Rice can be seen as being multicultural. Rice is definitely not only composed of many other cultures coming together. Rice’s culture has many other aspects unique to itself such as the before mentioned rituals and life here in general. Rice University even has its own language exclusive to Rice. This can be seen in the different cheers of each of the eleven different residential colleges here on campus. These cheers tend to be somewhat more vulgar than the average language seen outside of Rice University with some even referring to sexual acts with another’s parents. Language here at Rice is not restricted to merely vocalizations. We, much like gangs in the streets, have a few hand gestures and symbols that are commonly used here. One such gesture is when one makes an owl with his or her hands. This is commonly seen at sporting events when students are cheering on for the Rice University owls. This is one way in which all of the students come together in show support for their fellow students. In some ways people might think of Rice University as not really having a unifying culture. This can be attributed to the eleven different residential colleges here on campus. Each college does in fact have its own culture, so Rice University is actually made up of eleven sub-cultures. These sub-cultures actively compete amongst one another in events such as powder-puff, basketball, and other sporting venues. This competition can come across as counterproductive in keeping a university wide culture intact. Many might wonder how a culture that has almost a dozen sub-cultures that compete against each other so often and even have anti-cheers for one another could still be called a culture. Culture is in fact seen as something that unifies groups and individuals so it is understandable when people do not see Rice University as really having a university wide culture. To me this idea of Rice University not having a culture is totally ungrounded. The many sub-cultures of Rice actually add to the overall campus wide community in my opinion. Rice University has the culture it does because of the ability to have so many different sub-cultures coexist with one another and form such a unified student body. This unification is not always noticeable on the surface, but rest assured Rice people love other Rice people. Like I mentioned above, the whole university comes together at college-level sporting events to cheer on the team against other universities. Another example of members of the different residential colleges coming together is during classes. Since attending class plays such a major role when one is at a university they can be great opportunities for cooperation among the eleven residential colleges. Students from all the residential colleges work together in class on group projects and discussing the topics of the class. Like all universities, Rice has numerous clubs and organizations that one can become a part of. The clubs and organizations welcome anyone to join in and become a member. Even cultural clubs that represent specific foreign cultures welcome individuals from any other cultural background to join in their activities. A few weeks ago I attended a production put on by Rice’s own Southeast Asian dance organization. There were an abundant amount of individuals participating in the production that were obviously not of Southeast Asian heritage. To me this proves just how many different cultures can coexist within Rice University’s very own culture. In other words I believe that Rice University has a special and unique culture thanks to the university’s ability to bring so many diverse cultures together. Not many other places or organizations could have such a strong presence in my opinion. In my short time at Rice so far I have already been affected by the culture of this place. I remember when applying to colleges I would think of how it would be when I actually started attending a university. I would think of all the college cliches from movies and friends’ experiences that had already began their collegiate career. I began to form my thoughts of how I thought college would be when I finally got there. After I got to Rice I soon realized that how I thought the culture would be was completely off. Rice is a place where one has to really be a part of and experience its culture for that culture to be really understood and appreciated. Works Cited Howe, Cymene 2011 â€Å"Culture† lecture. Rice University, Introduction to Social/Cultural Anthropology, Fall. Howe, Cymene 2011 â€Å"Rituals† lecture. Rice University, Introduction to Social/Cultural Anthropology, Fall. Howe, Cymene 2011 â€Å"Ethnicity† lecture. Rice University, Introduction to Social/Cultural Anthropology, Fall.

Emerging Nationalism after American War of 1812 :: essays research papers

After the war of 1812, the United States moved toward to the creation of a unified national state and by 1830 became a nation-state. Through major changes in infrastructure, establishments of national banks, and the purchases of land, America was developing into its own fully functional and self-sufficient nation. The victory of the War of 1812 was a huge leap toward America becoming its own nation because of the national unity the win provided its citizens. The morale of the citizens lifted greatly because they managed to defeat the greatest military powers of the world and managed to survive. It also proved to the world that the american nation could defend itself from foreign threats. The victory improved America’s self confidence and faith in the military to defend the natiosn freedom and honor. Clays American system was an economic plan consisting of the establishment of protective tariffs, to establish a national bank, and to improve the country’s infrastructure. Protective tariffs protected americans from cheap imports. America Needed a strong national bank to help regulate money and to get funding for internal improvement projects such as roads. Among the most important internal improvements created under the American System were the Erie Canal and the Cumberland Road. He wanted to unify the country by integrating the industrail with the agricultural and have a strengthened infrastructure and economic nationalism to allow for self sufficiency. The National Bank created a standarad form of currency and helped pay off the revolutionary war debt. In 1816, there was a second twenty year charter. It was founded during the administration of U.S. President James Madison to stabilize currency. The estblaishment of a national bank led improvements in transportation because now roads could be paid for. These Improvements in Transportations were good for communication around the nation, which helped send messages faster. In 1818, the national road started the growing road systems that tied the new west to the old east. The Erie Canal was built in New York and runs from the Hudson River to Lake Erie, connecting the Great Lakes with the Atlantic Ocean. The Loose construction of the elastic clause gave more power to the congress and allowed Thomas Jefferson to purchase the Louisana territory. The Louisiana Purchase was more than 530,000,000 acres of territory purchased from France in 1803.

BP Deep Water Horizontal Explosion

BP originated from a British petroleum company founded in 1909. After experiencing crises during the 1980s-1990s, the company started to have a cost cutting culture. During mid-1990s, with an aggressive growth strategy, BP started to grow and reposition. After BP merged with Amoco in 1998, John Browne started to serve as chief executive until May 2007. Browne repositioned BP as a â€Å"green† oil company after he took over and practiced the model of organizational decision-making strategy, known as â€Å"asset federation. Under this new strategy, onsite asset managers had the authority to make decisions, and employees’ compensation was directly tied to asset performance (Ingersoll et. al, 4). Many decisions made by John Browne were directly related to the Deepwater Horizon explosion. In 2007, Tony Hayward replaced John Browne and became the new chief executive. Tony Hayward slightly adjusted BP’s organizational structure and decided to pay more attention to BPâ €™s safety issues and risk averse culture. However, the Deepwater Horizon explosion happened when Tony Hayward was in charge. The BP Deepwater Horizon oil explosion occurred in the Gulf of Mexico on April 20, 2010, which is considered as the largest accidental marine oil spill in the history of the petroleum industry. The Deepwater Horizon oil spill caused tremendous damages to the surrounding environment and enormous losses to shareholders. BP acquired the right of operating the Macondo Well Project from the U. S. Minerals Management Service in 2009, and then BP leased the Deepwater Horizon rig from Transocean who provides offshore drilling equipment and personnel operation. Both BP and Transocean operated the Deepwater Horizon when the disaster happened. The Deepwater Horizon explosion resulted in major damages and losses. When the explosion occurred, workers abandoned ship and jumped into the burning ocean. Among the 126 workers on board the Deepwater Horizon, 17 were injured and 11 died. Additionally, the rig burned down 700,000 gallons of oil within 36 hours, and the smoke trail spread over 30 miles (Ingersoll et. al, 2). BP’s stock price declined dramatically after the explosion. The disaster not only dragged BP into the major scandal but also destroyed many surrounding businesses and families. The consequences of the explosion affected not only organization, shareholders, and employees but also the environment, social issues, and public relations. The Deepwater Horizon disaster had many causes, direct and indirect; it mainly involved people-issues, managers and managing, organizational weaknesses, and external oversight and accountability. â€Å"CAUSES† OF THE EXPLOSION Firstly, individuals in an organization always have decision-making biases, and thus they would have a â€Å"huge capacity to rationalize their behavior† (Crews). Individuals usually make decisions subjectively based on their value set. The former CEO John Browne set up how BP would develop after mid 90’s; he also was the key person who affected the future of Tony Hayward. Browne relied on and promoted Hayward. A metaphor in Elkind’s article said that Hayward was favored prince of Browne, and Browne opened Hayward’s eyes to the world of business (Elkind et. al, 9). It was not clear why Browne relied on Hayward so much, but he made Hayward become the CEO of BP. On the other hand, Browne played an important role in BP’s management strategy. Browne decided to focus on cutting costs and had a desire to make BP become the largest oil producer. He created the big picture of BP’s development, which influenced the future CEO Hayward’s value set of decision-making and employees’ behaviors in BP. Not only managers had bias of decision-making, the engineers who constructed and maintained the rig also had bias. BP chose long string casing for the Macondo well because several individuals overvalued the cost. As a result, the well casing choice created the condition of the rig’s explosion (Ingersoll et. al, 19). Additionally, the drilling engineers decided not to run the â€Å"cement bond log† test, and that test could accurately diagnose a bond failure to improve process safety. Mark Hafle, one of BP’s drilling engineers even claimed the cement job was working fine at court (Ingersoll et. al, 16). The drilling engineers of the Macondo project were warned about potential risks, but they willfully ignored the warnings and insisted everything would work fine. Such bias and rationalized behavior of drilling engineers just added another warning sign to the explosion of Deepwater Horizon. Secondly, BP’s business relationships are complex, and the legitimate priorities often conflict (Crews). BP’s failure to prevent the explosion was due in part to complex partnership. BP held the rights to drill using the rig and operation services leased from Transocean. As a result, â€Å"of the 126 people aboard the Deepwater Horizon, 79 were from Transocean, seven were from BP, and the rest were from other firms† (Ingersoll et. al, 1). People serving on Deepwater Horizon came from different organizations. A decision making process involved many authorities, which decreased the efficiency and effectiveness of decision-making. Even though BP maintained main operational authority, only six percent of people aboard the Deepwater Horizon rig were from BP. As an important business partner of BP, Transocean provided the equipment and performed the majority of the work, and thereafter it had some authority over operations and maintenance. The complex business partnership caused serious operational consequence. Upon the day of explosion, the Deepwater Horizon rig had been operating 29 days more than it should had been, and the leasing fee owed to Transocean far exceeded the budget (Ingersoll et. al, 7). It was a problem that both companies had authority of decision making over operation. This led to legitimate conflict of priorities. For example, when closing a well, â€Å"11 companies played a role in the construction of the casing for the Macondo well, and all with different responsibilities for various aspects of setting the well† (Ingersoll et. al, 9). Different companies made decisions based on their own company’s interest of cost, time, and safety. As a result, any decision-making process would be very time-consuming, given that all companies kept competing and were not willing to compromise. Because of the conflict of interests and inadequate information, decisions made under such condition were inconsistent and unclear. The inefficient and ineffective decision-making processes slowed the progress of drilling and over-drafted the budget. If the drilling on Deepwater Horizon rig would have been completed within 51 days as expected, BP may have stopped a disaster. Thirdly, the misalignment occurs when managers’ words and action conflict. To prevent corporate scandals, managers’ actions are more powerful than words in shaping employees’ behavior and presenting a positive image to society (Crews). BP faced safety issues in last few decades. Even though each time its CEOs made a commitment to the public about safety, disasters still happened continuously. For instance, â€Å"in 2000, after a string of fires and equipment failures, CEO John Browne announced plans to ‘review the commitment to safety. † In 2005, the explosion of BP’s Texas City refinery killed 15 people; ironically, Browne swore to fix safety problems again like previously. The Deepwater Horizon spill, the worst one in history, happened two years after CEO Tony Hayward took over, and he had promised to focus on safety issue â€Å"like a laser† (Elkind et. al, 4). Empty promises are just like checks without sufficient funds. The conflic t of managers’ words and action caused the corporation lose credibility to the public. BP’s CEO kept vowing to correct safety issues, and the sequential disasters revoked their promises time after time. The U. S. Chemical Safety Board investigated BP’s real safety operation after the Texas City refinery explosion, and they found that BP Group failed to review its refinery operation systematically. Even though the Group Chief Executive claimed, â€Å"BP would learn lessons from Grangemouth and other incidents† (National Commission Chapter 8, 6), BP’s actions were against its public commitment. BP had desires to change, but it never improved in respect to safety weaknesses. BP emphasized personal safety instead of process safety, which led to the serious consequence (Elkind et. l, 5). BP’s board of directors failed to enhance process safety, and this helped BP lose credibility with the public. They needed to create an environment of safety concern to train employees from every level of the organization. Fourthly, BP’s managers were more concerned with seeking profits than with ethics (Crews). Employees’ performance was evaluated by ability of cost cutting and profit generating. For example, in 2008, BP introduced an â€Å"every dollar counts† program that aimed to reduce the costs of their drilling operation (Smith, 1). Another example would be that leaders of BP’s drilling team considered the $2. 2 million of incremental cost benefit over safety when they handled installation problem of lockdown sleeve (Smith, 2). Likewise, many other decisions of construction of the Macondo well were made based on cost and profit instead of safety concerns. BP’s failure was highly related to managers blindly seeking profit and ignoring safety issues. BP used Long-string casing, which made production less costly and shortened the time of return on investment (Deepwater Horizon Study Group, 56). This was one of the main causes of the explosion. Oil drilling is a highly risky industry, and BP was supposed to emphasize safety; however, managers valued profit over ethics, and that hastened up the failure of BP. Fifthly, an organization’s culture, structure, strategy, and resource allocation strongly affect the behaviors of managers and employees (Crews). BP’s organizational culture is cost cutting and risk taking, which directly affected managers’ decision-making. Since 1995 when John Bowne took over, he â€Å"imposed a tough bottom-line mentality† to focus on cutting costs. He also chose to give more operating authority to his managers. Bowne targeted aggressive profit growth by making his managers sign an annual performance contract (Elkind et. al, 8). BP’s organizational culture pushed CEOs to set profit as the primary goal. An organization’s culture is its personality, which implies how managers would operate the organization. With the cost-cutting culture, managers and employees made decisions driven by the organizational culture. Additionally, BP’s unethical management structure and strategy caused the bad competition between employees. BP had a management strategy, â€Å"asset federation. † BP’s onsite asset managers had â€Å"decision-making authority and responsibility for meeting performance targets;† moreover, onsite employees’ compensation was valued by overall performance of the site (Ingersoll et. al, 4). As a result, BP exploration sites had an unethical competition and were less likely to share best practice on risk management; that was a big concern for an oil company whose process safety was a problem. On the other hand, BP also had a weakness of high bureaucracy operating costs. BP had â€Å"a starched, rigidly hierarchical management culture;† for example, headquarter employees and senior employees had preferential treatment in company, which shows BP’s unbalanced and unsound reward system (Elkind et. al, 7). In other words, BP was weak in human resource management. The company rewarded employees by position instead of ethical behavior and good performance. A lack of focus on safety issues directly led to the explosion. BP’s â€Å"creative† management strategy introduced by John Browne made exploration onsite managers keep their best practice to themselves and blindly chase profit. Such management contributed to Deepwater Horizon explosion. Finally, external auditing and regulatory weaknesses also indirectly contributed to the explosion (Crews). Offshore oil drilling is a risky industry. Therefore, in some region, the government essentially banned it due to environmental concerns. However, in the Gulf, the environmental protections and safety regulation were relaxed and ineffective because the oil drilling would bring billions of dollars to federal government (National Commission Chapter 3, 3). Driven by revenue, the government and regulators id not put forth too many restrictions for oil industry in the Gulf. With this important advantage, BP continually neglected safety issues and took risks, which eventually caused the disaster. According to the national commission report, revenue increases when moving drilling deeper into the water, but the corresponding safety risks also increases; however, such increased risks were not covered by additional regularly over sight (National Commission Chapter 3, 3). Investigators found that Deepwater Horizon extended drilling by 18360 feet below sea level. BP drilled aggressively by ignoring the risks and consequences. However, regulators might be more than happy to accept the huge revenue contributions instead of considering environmental concerns and set restrictions. More importantly, the regulation and auditing office had a culture of revenue maximization. BP acquired the right of exploration from MMS. The national commission report points out that the MMS office had culture of accepting gifts from oil companies. An employee of MMS even negotiated with the oil company when he conducted inspections on this company's oil platforms (National Commission Chapter 3, 23). Oil companies and public regulation office benefitted each other, and that made improvement of safety issue in entire oil industry became obstructive. The government did not provide strict regulation to an industry that could bring it money because more regulation means less revenue. Along with a long list of safety issues, BP risked drilling down below the sea to seek more oil and profit without additional auditing and regulation; all the factors pushed and forced the disaster happened. First, The Deepwater horizon explosion killed 11 people, and 17 were injured. The ocean was flaming when the rig became a graveyard. To those dead employees, their family had to face the loss of family members. Second, The Deepwater Horizon explosion affected BP’s and Transocean’s financial market. The sharp drop of stock price wiped out $91 million in market value. BP’s working capital that founded by $10 billion in short-term paper was shut out (Elkind et. al, 20). The credit situations of both companies weakened. Moreover, BP and Transocean had to pay for the damages by billions of dollars. Even two years later in 2012, BP still had $8. 3 billion on damage payouts caused by the explosion (Helman, 3). Both companies were required to pay for environmental restoration, damage to surrounding businesses, and cleanup cost. On the other hand, the explosion also destroyed the reputation of BP and Transocean, and scandals were harmful to two companies’ public relationship. After Deepwater Horizon explosion, the financial market for BP securities had a dramatically change. BP’s investors faced a huge loss on investment. BP’s stock price dropped more than 50%, and the stock and option trading volume increased instantly by fifteen to twentyfold. Interest rate of BP bonds increased, and the company announced the suspension of cash dividends to shareholders (Fodor and Stowe, 1). BP’s disaster made shareholders face a tremendous loss. The value of stocks in hand became worthless and the dividend payments might endless delay. Furthermore, the explosion also affected business in the gulf and the coast tourism industry. The disaster dramatically affected the Alabama coast, which depended on tourism: compared to 2009, the number of visitors decreased by 1 million, real estate values dropped by more than 65%, retail sale declined by 50% (Keegen, 2). The most affected business was fishing industry in the gulf. Since the spilling oil, many fishes were killed and many families whose life depended on fishing and tourist service were bankrupt instantly. In addition, the explosion affected the gulf coast ecosystem. After the explosion, the rig burned for 36 hours. Deepwater Horizon rig exploded about 100 miles southwest of Orange Beach,† and â€Å"more than 200 million gallons of crude went into the gulf† before July 15, 2010 (Keegen, 2). As a result, spilling oil â€Å"fouled beaches and shorelines,† and it destroyed gulf coast ecosystem; creatures and species were killed. The Deepwater Horizon explosion â€Å"created one of worst environmental disaster in U. S. history (Keegen, 2). Ba sed on a research of Texas A& M’s Harte Research Institute for Gulf of Mexico Studies, the real loss of gulf coast ecosystem and fisheries were huge and need decades for recovery (Keegen, 5). PREVENTION One of the reasons for BP’s failure is that top managers did not have ethical concerns. The safety issue is the major problem of BP; however, CEOs and managers were concerned for profit over safety concern. Internally, the Board of Directors should create a clear plan that focuses on addressing particular ethical needs for different situations. Additionally, BP should increase the responsibility of the Board of Directors in overseeing the managing executives. An organization should had ethical oversight, and it should provide employees ethical training to advocate ethical behavior. Management fault also was the main reason contributed to the explosion. BP had problems with management structure and management strategy. Managers who focused on cost cutting and wilfully ignored safety problem made numerous poor decisions. Employees should be rewarded by performance overall instead of the ability to cut cost. Rig managers and engineering leader should regard the warning signs and conduct safety test regularly. The managers should pay attention to â€Å"near misses† and avoid the â€Å"favorable wind direction,† and then they might be able to predict and prevent the crises (Tinsley et. l, 1). Considering all of the factors that contributed to Deepwater Horizon explosion, the root cause was the cost-cutting organizational culture. An organizational culture is the characteristic of a corporation; it affects people’s perspectives and values. Employees use the organizational culture to guide and rationalize their behavior. Therefore, directors of bo ard, executives, and top managers should create and inform employees with a positive organizational culture and build conditions for employees’ learning and appreciating. BP’s explosion had internal and external reason. Internally, BP Deepwater Horizon explosion involved two CEOs’ main decisions; besides, BP had a complex organizational strategy, management structure, and partnership. Externally, the outside weakness of legality and regulation contribute to BP’s ethical scandals. Thereafter, besides corporation internal control, the regulators should provide more specific regulations and auditing that conduct oil industry operating with a safer procedure.

Climate Change Global Warming - 1303 Words

Jasdeep Shergill Professor Idil Boran Phil 3595 November 7th 2015 Climate change also known as global warming is a worldwide occurrence that alters the world climate in a negative way as a result of the astonishing levels carbon dioxide. The first signs of global warming arose at the beginning of the 20th century, making it impossible to end as the impacts of climate change have progressed so far. Industrialized nations are heavily bound by climate change treaties as they set out goals for emission reductions. The Kyoto Protocol is an international treaty that outlines two ideas; the fact that climate change is present and secondly, that human activity (carbon dioxide) has initiated it. The Protocol only applies to first world countries, as they have contributed the greatest to climate change by emitting 150 years’ worth of emissions into the air. Furthermore, the notion of â€Å"common but differentiated responsibilities† states that all countries are supposed to be addressing climate change however; they aren’t equally liable . There are two types of justices that can be related to climate change; distributive justice and corrective justice. However; in this paper the corrective justice approach would be argued as it relies on moral perceptions, dealing with offenders and their victims (Posner Sunstein, 1591). According to corrective justice, difficulties will be experienced in political-decision making negotiations as it is a moral idea dealing with incorrect behavior thatShow MoreRelatedGlobal Warming And Climate Change974 Words   |  4 Pagesabout global warming, whether it is true or false. Is there evidence to prove that global warming has impacted the climate due to the rise in the earth’s temperature? Climate change is a problem that is worldwide that should be reviewed. The rise in the earth’s temperature has caused some impact to the weather and climate changes to many places worldwide. This rise in temperature has the potential of causing drastic changes to the earth in many ways. It is time to view the global warming concernsRead MoreClimate Change Of Global Warming924 Words   |  4 Pages Figure 0.1 shows the different effects of global warming. Global warming is the warming of our planet at an extreme rate. The Earth’s climate has warmed by 7.8OC since 1880. (Quick facts about science, 2015). What causes global warming? The cause of global warming is the carbon dioxide. This acts like a blanket. Protecting the earth, and heating the earth. Sun rays would normally bounce around the earth, but with the blanket, the sun rays heat the blanket which heats the earth. (Petersen ScienceRead MoreGlobal Warming And Climate Change1398 Words   |  6 Pages Global warming and climate change have been frequent topics of discussion over the past several years. Although people tend to focus on the politics, it is important to look past the media aspects of it into the cold hard facts of what our Earth is currently experiencing, and what has caused it in the first place. The cause of climate change includes natural causes, but human causes are what is generating such a rapid global temperature change. It’s time that the ways in which humanity affectsRead MoreClimate Change And Global Warming1060 Words   |  5 PagesClimate change (Klaus) 1000 The terms â€Å"global warming†, â€Å"climate change† or â€Å"greenhouse effect† have become more than just parts of the popular lexicon as they rather are subject of public discussions, scientific research or political debates. Despite the popularity and the ubiquity of these terms, the public’s theoretical and conceptual understanding of them and their causal relations is often based on superficial knowledge and buzzwords or caricatures outlined and depicted in several popular mediaRead MoreClimate Change : Global Warming1194 Words   |  5 PagesDonya Curtis April 19, 2017 English 1001-rough draft Global Warming Global warming is one facet of the broader term climate change. It is the increase in the average temperature of the Earth s surface air and oceans from the mid 20th century and the projected continuation. The Global warming is primarily the consequence of building up greenhouse gasses in the atmosphere. Emission rates for most important anthropogenic greenhouse gas, CO2, have increased 120 fold in the past 140 years. WhileRead MoreClimate Change and Global Warming1074 Words   |  5 PagesClimate change and Global Warming are out of control. This means that, no matter what policies, processes or actions are implemented, the Earth as we know it will never be the same again. There is significant evidence to support this hypothesis. The dilemma becomes whether we can limit the damage and adapt to a new status quo or not. Rising sea levels and the damage caused by this phenomenon has irreversible impacts on coastlines worldwide. Damage to sensitive reef systems cannot be fixed. This alsoRead MoreClimate Change And Global Warming1022 Words   |  5 PagesWhat = Climate Change Who = Emma, Aoife, Julia, Rachael, Mariah and Cà ©line What is it? Climate Change is a change in the demographic distribution of weather patterns, and related change in oceans, land surfaces and ice sheets, happening over time scales of decades or longer. It’s the world’s greatest threat. Climate change is the change in temperature over a period of time. It involves the greenhouse effect and global warming. Where is it? It is an issue affecting everyone everywhere. ClimateRead MoreClimate Change And Global Warming1474 Words   |  6 Pagesphenomenon, known as â€Å"smog† became an often daily occurrence in big, urbanized cites across the globe. Also, Al Gore’s book, An Inconvenient Truth, popularized the issue of climate change and global warming as a result of the damage that the modern world has done to the atmosphere. He noted that people resist the facts about climate change due to the inconvenience of changing their lifestyles. But, uninhibited industrialization of several countries has led to intense modernization and revolution of theRead MoreClimate Change And Global Warming928 Words   |  4 PagesThis paper will discuss climate change and global warming on the economy. The paper also gives a description on climate change and global warming. As well as what it hold for future business owners. It will also discuss what the government is doing about climate change/global warming. Climate change is a long-term shift in the statistics of the weather (including its averages). For example, it could show up as a change in climate normal (expected average values for temperature and precipitation)Read MoreClimate Change And Global Warming1630 Words   |  7 PagesClimate Related Threats Global warming will lead to uncontrollable devastation such as famine, war, and economic instability. Climate change will accelerate the dislocation of hundreds of millions of people and the extinction of many species. The negative effects of climate change are obvious on every continent. Professor Le Quere, director of the Tyndall Centre for Climate Change Research at the University of East Anglia said, The human influence on climate change is clear. The atmosphere and